Source: Kogarah City Council (www.kogarah.nsw.gov.au)

今天第一次在澳洲吃交通罚单。那是因为，我在我家附近路边临时停车时，车头方向与道路行驶方向相反 （not parallel park in the direction of travel）。在看到罚单之前，我的确不知道有这条规则的。现在知道了，在澳洲车辆是靠左行驶的，那么停车也需要靠左停（路边在车的左边），而不能靠右停（路边在车的右边）。看来，通过了驾照知识的考试，还是不能完全掌握这里的交通规则。之前就有朋友跟我提及到，罚单是一种教育手段，不吃第一张罚单或更多的罚单，你永远不会好好地研究交通规则。当时我就告诫自己，考了驾照后要好好研究交通规则，结果还是没有做到，现在得补课了。

我作了一个简单的搜索，发现了两个比较有用的文档，供大家参考，也供我自己留着好好学习学习：

• 反方向停车的解释
• RTA违规停车项目和罚款清单

江门一中集邮协会第11届理事会秘书长兼网管    何文超

一中邮协能给我带来什么？相信这个问题，是很多同学初次接触邮协正想加入的时候会问的问题。有一些好处，是比较明显的，比如可以丰富课余生活、增长见识、培养集邮兴趣、与志趣相投的会员们交朋友等等。然而，在我离开江门一中七年后的今天再回想当时我参加邮协工作的事情的时候，我就忽然想到，邮协给我带来的，岂止这些？邮协还给我带来许许多多具有深远意义的能受用一生东西！而这些东西，却恰恰只留给想着“我能给邮协带来什么？”的人。我相信一中邮协这个大家庭里，有许许多多这样的人。正因为有了这么多得力的会员、理事干部和校友的支持，邮协才得以不断地成长和壮大。值江门一中集邮协会成立二十周年之际，我想对我至今所领悟到和体会到的我参与邮协工作的经历所带给我的受用一生的东西进行一次总结：

1、责任感

一般来说，每个人的责任感应该是随着年龄的增长而越发明显的，这是因为年龄的增长意味着我们从校园走到社会，从被父母呵护走到对父母照料，从被社会教育走到被社会洗礼。然而，当你还是学生的时候，就在一个与社会有紧密联系的学生社团里，承担责任，完成任务，你的责任感会比同龄人提前地提升。

七年前我曾经尝试回避一个问题，就是参与学生社团是否会影响学习。当时的我会说，社团活动可以促进学习，因为我们得到了休息，从而提高学习效率；或者说，知识面的增大，有利于学习的某些方面。但是，如果现在要我再次回答这个问题，我可以负责任地说，参加社团活动，至少从时间占用上，一定会影响学习。在中学阶段，只要参与课外活动，都必须占用你的时间和精力，这一定会与正常的学习有冲突的。然而，一个人的责任感，就是在这种冲突里慢慢培养而成的，如果错过了，就很难再找回在中学阶段培养责任感的环境。

诚然，责任感可以通过语文课、政治课、历史课渗透，但这始终不及自己的亲身经历深刻。当我成为邮协理事会成员并需要承担特定工作任务时，我知道我要对这个协会负责；当我意识到我正在占用学习时间来参加邮协工作的时候，我知道我需要对我的学业负责；当班主任找我谈话说担心社团工作影响学习时，我知道我要对班级和学校的升学率负责；当我在周末和假期出外参加邮协会议和活动而父母却担心我的人身安全和交友状况时，我知道我要对家庭负责；当我组织邮协出外到广州中大进行交流活动时，我知道我要对会员们的安全负责；当我在现场主持活动时，我知道我要对整个场面的控制负责；当我设计和维护邮协网站时，我知道我要对网站的内容、声誉、安全等方面负责；甚至当我安排邮协换届并提出从我们第十一届开始，换届要签合同时，我知道我正在做的事情，是对邮协的未来负责！一中邮协是一个具有比较完整的体系的中学生社团组织，在中学时代的大背景下，你在其中参与的程度越高，你的责任感就被提升得越多。一旦离开了这个土壤，哪怕是到了大学，你也很难再找到这种天时地利人和来配合你的责任感的提升。

2、意志力

我们的意志力不是与生俱来的，它是需要在社会实践活动中逐渐培养锻炼出来的。意志力对于一个人的一生的成功，起到非常重要的作用！我们的中学教育，为我们设下许许多多的学习和升学目标，我们的意志力可以在这种情况下得到锻炼。当我们为了实现一个又一个目标而克服困难和排除干扰，并最终获得成功的时候，我们会相信，我们的付出没有白费。你下次会继续以强大的意志力作为后盾，实现你的短期、中期和长期的目标。

那么，我为什么说一中邮协磨练了我的意志力呢？我们要知道，在中学阶段里，我们有很多目标是一个大环境给定下来的，比如我们需要尽一切努力完成学习任务，考取好成绩。这些目标，不一定完全是我们作为学生从心底处愿意去为之奋斗的，但是我们必须把它作为主要目标去奋斗。而参与社团活动，则是完全自愿的，并且是根据个人兴趣而决定参与的程度。在一中邮协里，我们可以自主决定是作为普通会员参加，还是竞选成为理事会成员并为会员服务。可以说，在中学环境里，社团活动里的目标，永远是属于次要的目标。当我们为了发自内心的兴趣，权衡利弊，采取行动，我们需要有强大的意志力去支撑这个次要目标。特别是当我们成为邮协理事会成员，要承担这个江门一中最大的学生社团的管理工作时，我们需要迫使自己提高学习效率，在为主要目标奋斗之余，安排时间完成社团工作。次要目标的生存，需要我们承受和抵挡来自班主任、来自家长、来自同学（特别是成绩超过自己的同学）、以及来自自身的压力，坚持自己的兴趣爱好。当时我也看到，有些同学曾经接触过和参与过邮协的活动，但后来权衡了利弊，最终还是选择放弃了很多进一步参与的机会；我同时也看到，有些会员，积极地投身到协会事务上，并争取加入理事会。无论最终结果如何，作为学生，我们的意志力都在这个过程中，得到进一步的磨练，因为我们在思想斗争之下，认清自己该走的路，并继续走下去了。

3、团队精神

中学教育的整体格局，是培养拔尖人才的。每一个学生，都只对其自己的成绩负责。中学的评价体系里，不存在为了共同的成绩，而开展小组的合作。到了最后，是千军万马过独木桥，每个学生都在为自己争取获得更好的升学机会。在这种环境下，能培养团队精神的机会，非常少。不可否认，我们的大学教育，已经通过在正式课程里利用各种小组合作项目，来为我们补课，希望我们能够在经过中学教育的洗礼之后，还能重新把团队精神培养起来。但是，如果有一种情况，使我们在中学里，就把这种对我们将来的事业发展非常重要的品质培养起来，我们一定可以赢在起跑线上！

一中邮协是一个非常讲究团队精神的组织。我们当时之所以能够有条不紊地把多个活动办下来，例如2008申奥之夜守望晚会、中大邮协交流活动、在美国罗夫高中访问期间举办的“江山如此多娇”邮展并出售加盖纪念戳的邮品活动、江门集邮会员之星大赛等，从构思策划、任务分配、任务执行、现场管理、事后总结宣传，一环扣一环，都离不开同学们和老师们的通力合作，我们还得到前任理事会成员的顾问支持。可以说，一中邮协不是一个小打小闹的临时聚在一起的人群，它是能够让你切身感受到，只有团队精神才能支撑起来的一个具有强大生命力的系统。当我们能够在中学阶段里就已经培养了团队精神，或者至少已经有了这方面的启蒙，这对我们将来整个人生，特别是事业的发展，都具有非常重要的意义！

除了责任感、意志力和团队精神，邮协还给我带来了经营意识——如何为邮协创收，保障收支平衡；风险意识——如何保证活动的顺利进行，防止不利因素的发生；市场意识——如何让邮协成为学生社团里的佼佼者，吸引更多同学的参与……可以说，这些素质，对我中学以后的学习、工作和生活都非常有利。我也相信，这也是邮协可以给用心参与和真诚投入到邮协工作中的每一位成员，带来的受用一生的财富！在这里，值江门一中集邮协会成立二十周年之际，我衷心祝愿邮协蒸蒸日上，继续为江门一中的学生，提供一个发展个人兴趣爱好、培养和调高自身素质的大好舞台！

首先，职场上的聊天要达到最好的效果，其内容应该围绕在以下四个主题里面：（1）有价值的信息，这样听话者可以获得他们不了解的但是对他们有价值有意义的知识；（2）排忧解难，帮助同事分析和解决他们最近生活上遇到的烦恼；（3）娱乐消遣，例如吃喝玩乐的好去处，演艺圈的八卦新闻等；（4）自嘲，一些自己最近做的好笑的傻事或倒霉的事情。

内容方面定位准确之后，要聊得开心，就必须把所聊内容细节化。如果聊天内容都是大话套话和表面信息，关系无法增进。但是如果把信息往深挖掘，并且在对话中能不抓对方可能忽略了的信息并且及时补充说明，则可以增加彼此的亲密关系。例如我告诉你，我从广州坐国航的飞机到了上海。这没什么。但是如果我补充说，那天的航班登机时间推迟了很长一段时间，然后登上飞机后，机组人员又宣布我们需要坐在飞机上继续再等待一小时才能起飞，飞机餐特别难吃；到了上海已经是晚上了，在机场吃面条，那里的人都不排队的……这样的细节化描述，可以让人听得更有趣。

一次愉快的职场上的闲聊，一般会出现逗角和捧角。也就是说，无论是单对单还是群体性的场合，你都必须尽快确立你的角色，即你主要是在逗别人说话，抛出话题的人，还是在别人逗你说话之后应和的人。只有确立了一逗一捧的关系，才能使整个过程变得愉快。如果每个人都在逗，而没有人捧的话，很容易出问题。

要使得职场上的整个聊天过程变得愉快（这有别于更加亲密的朋友和亲戚之间的聊天），还要遵循以下几个原则：（1）表达想法不重要，关键要聊得开心，怎么聊才能让对方开心就怎么聊，这是最重要的；（2）如果对方没什么回应，或者不感兴趣，应立即转移话题；（3）尽量不要做价值判断，即对一件事的看法不要带有太强烈的褒贬色彩，因为你不知道会不会因为你的价值判断而得罪了某些同事；（4）真诚以待；（5）根据对方的性格采取不同的聊天方式。

最后，主持人还介绍了一种职场聊天的高级技巧。那就是话题转移。要想把话题引导你自己感兴趣的或者能让对方聊得更开心的地方上去，又或者想避免尴尬场面的出现，你必须学会如何巧妙地把一个话题非常自然地转到另一个话题上去，最理想的模式是——

A：事件1

B：事件2

A和B：（笑）

在上面这个对话中，A正在讲事件1的时候，B紧接着说事件2，由于这个事件2能与事件1产生联系，并且这种联系好笑，所以大家就笑了。在这个情况下，如果A没有坚持继续讲事件1的情况下，B就可以顺理成章地延续事件2了。B的这种应和，除了可以用来转移话题，还可以使整个聊天过程变得更有趣。可以说，这是B的一种高级的对A的“捧”。例如最近我跟同事聊买车的事情，究竟买什么牌子什么型号的车好呢？我们在分析利弊的时候，同事突然转移说，要是你开车上班了，你就要忘记9点钟上班的日子了，你必须8点半甚至8点就得来到。如果你还照旧9点钟到的话，你到了之后直接打电话请假回家就行了，因为你根本找不到车位。这样就产生了逗乐的氛围，同时也可以避免钻到死胡同里面去，因为不同的人对车也有不同的喜好（例如欧洲车还是日本车，二手还是新车，小型车还是中型车，私人卖家还是经销商等等），很容易产生太多的争论。

总而言之，职场上的聊天，是需要把握分寸的，它是绝对有别于亲密朋友和亲戚之间的聊天。如果把握不好，很容易在一个组织里得罪他人，从而为自己在将来工作上带来不必要的麻烦。

打电话去10086，客服人员说报上手机品牌和型号即可发送一个配置信息给我，直接应用即可。但是，中国移动尚没有iPhone的GPRS配置信息。客服人员让我设置网关，可是iPhone 3GS是没有这个设置项的。

最后，我只好到iPhone的专卖店，让那里的销售和技术人员给我设置。

具体设置是：

（1）点击“设置”－“通用”－“网络”－“蜂窝数据网”

（2）输入以下项目：

• 蜂窝数据－APN：cmnet
• 彩信－APN：cmwap
• 彩信－MMSC：mmsc.monternet.com
• 彩信－最大信息：10240

如果你想节省国际短信费用，并且知道对方手机能直接接收e-mail，不妨使用发送e-mail的方式来代替短信，因为e-mail不分国界，只算本地网络流量。

奇怪的是，当我换回澳洲的手机卡后，以上设置选项全部消失，即无需作任何设置，在澳洲即可使用3G或2G网络。如果澳洲手机开通了data roaming，那么在中国则可以在手机上选择中国移动或者中国联通作为carrier，接通网络服务，也无需作任何特别的设置。

1. 市场营销

观众如何得知表演呢？这是成功在网上把门票售出的关键。上海大剧院与多个专业售票网站（如上海文化信息网、上海票务等）合作，观众可以直接在合作的票务网站上直接购票，也可以选择到上海大剧院官方网站购买。但从其官方网站和其他票务网站的设计风格来看，可以明显看出其市场营销的主要场所是在票务网站上，让票务网站通过各种营销手段（如赠品、会员优惠、邮件订阅）来进行推广和促销，而官网上则只有表演的普通介绍，以及关于剧院本身的一些基本信息，没看到特别的营销内容——例如没有邮件订阅、打折促销等。甚至，官网上的演出介绍，还有链接把观众引到另外一个门户网站上的（如东方娱乐）。因此，可以看出，他们的市场营销重点，放在外部，而非官网上。上海大剧院没有把太多功夫花在其官网上，就会导致一些小错误的发生。例如我要看到那场演出是19点30分开场，而网站上点击场次准备进入购票流程的时候，系统则显示是21点30分开场；再看网站首页标题是“上海大剧院 Shanghai Grand Theater”，而它下面的Logo则是“上海大剧院 Shanghai Grand Theatre”。如果有更多资源投入到网站的运营上，我相信这些明显的错误，是可以避免的。

悉尼歌剧院的表演，虽然也有刊登在TicketMaster和Ticketek等票务网站上，但一般无法在票务网站上直接购买，观众只能点击一个链接，回到悉尼歌剧院官方网站上去购买。也即是说，悉尼歌剧院只在其他网站上做广告，但不在其他网站上直接销售。这样做的结果，就是不用给票务网站提成，同时给观众一个明确信息——下次直接去悉尼歌剧院官网即可。在推广方面，悉尼歌剧院使用自己的邮件订阅系统给观众发邮件，同时也在其他门户网站上打广告。但是给潜在观众传递重要市场信息的地方，仍然是他们自己的官网。你可以看到，几乎每一个演出，都有非常详尽的介绍，你还可以在上面观看视频、演员照片等。其网站还使用了其他Web 2.0工具进行推广，包括Facebook、Twitter等。这样，他们网站就产生了比较大的流量，于是他们就可以用那个平台招募赞助商。在一些比较出名的表演的介绍页面上，你可以看到一些知名品牌的Logo和网站链接，这样就可以获得门票以外的广告赞助收入了。此外，悉尼歌剧院的门票销售，还有promotional code，如果你从某个渠道获得这个代码，就可以输入，然后打折。价格方面，举办多场的表演一般采用差异化的价格策略，即开头那几场便宜些，越到后面越贵。还有他们还与手机网络品牌Optus合作，对30岁以下的观众进行5折以上的优惠，他们对外称这个选项叫做“Optus Under 30”。这样一方面培养年轻观众，一方面又可以获得一笔广告收入。

2. 购票流程

在表演介绍页面上的左边，点击场次后和购买按钮后，可以选择在剧场平面图上一个的区域，系统自动按照你的价位、数量、靠前还是靠后等要求算出最佳座位，然后你再确认是否要那个座位。你不能自己选择座位，必须让系统给你算。你也不能看到哪些座位已经占了，哪些还能购买。接受系统给出的座位后，就付款。只接收国内特定银行的信用卡支付，不接受其他信用卡。可以选择下载电子票打印出来，或者到现场领票，进场需要身份证。有一点我比较喜欢的是，官网提供一个座位预览，你可以大概看看系统按照价位给你的座位的效果，如下图：

在悉尼歌剧院的网站的演出介绍页面上点击场次和购买按钮后，你可以清楚地在平面图上看到哪个座位已经卖出，哪个还能买。这也许跟他们设定官网为唯一售票点有关，可以实时获得座位信息，如下图。但悉尼歌剧院则不提供座位效果预览。选定座位后和支付完毕后，各种主流信用卡都可以进行支付，门票免费平邮到你指定的澳洲地址，或者凭信用卡现场取票。如果购买了对30岁以下观众的优惠票，则只能选择现场凭信用卡取票。

结论：各有特色！但我感觉悉尼歌剧院更善于做marketing，就关于悉尼歌剧院的这条新闻和这组图片足以深度吸引全国甚至全球的眼球的关注！

1. 文章标题等基本数据导入

织梦的文章标题、正文和栏目分别存放在三个不同的表上，但WordPress把文章标题和正文放在一个表上，栏目放在另外一个表上。为了简化后面的工作，第一步我首先把织梦的全站RSS文件（rss.php）保存下来，然后使用WordPress自带的RSS导入该文件。这样就可以使WordPress在wp_posts上生成文章标题，在dede_terms上生成文章目录，并匹配起来。通过RSS导入，wp_posts上还导入了文章的摘要、日期、自定义网址等数据。但RSS导入不会导入全文。

2. 文章全文导入

在织梦的dede_archives上增设一个body的column，然后用UPDATE命令把dede_addonarticle上的全文（body）导入到dede_archives的body上，以dede_addonarticle上的aid和dede_archives上的id为匹配点：

UPDATE `dede_archives`,`dede_addonarticle`
SET `dede_archives`.`body`= ｀dede_addonarticle`.`body`
WHERE `dede_archives`.`id` = `dede_addonarticle`.`aid`

接下来把整个dede_archives表导入到WordPress的数据库上，使其与wp_posts同在一个数据库下。

再次使用UPDATE命令把，把dede_archives上的body导入到wp_posts上的post_content上，以文章标题为匹配点 （前提是，你的文章标题都是唯一的）：

UPDATE `wp_posts`,`dede_addonarticle`
SET `wp_posts`.`post_content`= ｀dede_archives`.`body`
WHERE `wp_posts`.`post_title` = `dede_archives`.`title`

3. 文章点击数导入

在WordPress上安装一个叫Simple Hit Counter的Plug-in，这样数据库里就出现一个叫wp_hitcount的表。

在wp_posts增加一个叫hits的column，然后把dede_archives上的点击数click导入到wp_posts的hits上，仍然以标题为匹配点。

最后把wp_posts的hits导入到wp_hitcount的hits上，这次以wp_posts的ID和wp_hitcount的pid为匹配点。

最近参加了澳洲计算机协会举办的一个为期两个晚上的关于谈判技巧workshop，培训师Felicity Mildon是澳航（Qantas）的前学习与发展经理，现在自己开咨询公司。在这里与大家分享一些我认为有用的东西。

首先，谈判往往是由an ideal开始，最后以a deal结束。谈判的过程涉及到人际间的力量、政治手段、可信度、组织文化、关系、个人性格、工作方式、沟通技能等多方面的较量。

谈判有两种主要类型：竞争谈判—-双方寻求各自利益短期内达到最大化；合作谈判—-双方或多方寻求公平的、平衡的、现实的共识，以满足各方的需求。 想想以下两个情况各实于哪一类：1、买房或买车时与销售员的谈判；2、一公司的配送服务外包给另一物流公司做，双方就其细节进行的谈判。

另外两种重要的谈判方式有：以利益为基础—-双方寻求满足双方的需求和利益；以观点为基础—-双方各自立论，各自论证，最后取个平衡。

有 很多因素可以左右你的谈判模式和实际策略，但不同的操作，实际上能用两个变量两界定：assertive和cooperative。我们不妨对这两个变量 赋值0~10，这样我们大体上能得到5种状态，每种状态有其适用条件以及能预料的结果：

1、Competing （assertive 10 ： 0 cooperative） －－ 采用满足一方需求而抵制另一方需求的方式来解决争端，这适合短期的合作关系，比如说，一次性的购买行为。

2、 Avoiding （assertive 0 ： 0 cooperative） －－ 采用回避、退让的方式来解决争端，如果有其他不错的后备方案或者需要时间来消化激动的情绪，这是不错的方法。

3、Smoothing （assertive 0 ： 10 cooperative） －－ 采取优先另一方需求和损害自己利益的方法来解决争端，如果这个谈判对你来说不是十分重要，结果如何没太大关系，关键不要伤感情，那么你需要用这种方式来摆 平问题。

4、Integrating （assertive 10 ： 10 cooperative）－－ 通过协商，达成双赢、或者多赢。

5、Compromising （assertive 5 ：5 cooperative）－－ 通过双方都放弃一部分自己的利益来达成和解，这特别适合发展长期关系，或者因为某个问题卡在中间使得谈判进行不下去。

从谈判风格来说， 两种策略性的风格，适合不同的场合。一种是Push风格：你一下子说一大堆支持你的主张的言论，然后再给对方一些优惠（但有时间限制），逼迫对方尽快决 定。如果你具有很高的信誉度，谈判的问题非常清楚，没有太多的额外工作需要做，双方都很尊重对方，并且你只追求短期关系，那么这种推动的方式，非常适合 你。另外一种是Pull风格：你先不说你的主张，但是积极地听取对方的意见，问对方很多问题，从而获得很多信息，再考虑一个方案，让对方考虑。如果你本身 没有太高的信誉度或者还没有机会去证明你的信誉，或者你的谈判问题非常复杂，或者这个谈判需要更多信息才能进行下去，或者问题很严重，双方都太激动了，又 或者你寻求一个稳固的长期的关系，那么你就需要这种拉动的方式。

要在谈判中取胜，首先你的目标要特别地高，想清楚为 什么你需要的东西是你应得的，做大量的研究以便引用事实作为谈判依据，如果是代表一个团体来谈判，你的努力程度必须至少等同与为你自己来谈判那样高。

以 下4个工具，可以帮助你分析你的谈判力量：

1、BATNA （best alternative to a negotiated outcome）：如果谈判失败，最好的结果是什么？比如你的出价太低，买不到你本来想买的东西，最好的结果可能是你能在别的地方用同样或者更低地价格轻 易地买到同样的东西。

2、WATNA（worst alternative to a negotiated outcome）：如果谈判失败，最坏的结果是什么？比如你跟老板提加薪的事情，如果谈判失败，最坏的打算可能是不久被炒鱿鱼，还不如之前不提加薪的要 求。

3、Reservation value：你的底线在哪里？

4、Aspiration value: 你的最高期望值在哪里？

在谈判现场，一个成功的谈判，一般包含三个部分：第一，开场，双方先说明这个谈判的意义，并 且暂时先不要说反对的声音；第二，交锋，表明自己的需求, 提供方案，选择方案；第三，如果谈判成果，总结谈判的结论。

当你感觉到谈判过程中你处于下风，不妨想想对方是否已经适用了以下不公平的谈判伎俩：1、适用了误导的信息，你在现场无法验证；2、人身攻 击；3、使用不现实的时间限制；4、“好警察／坏警察”策略；5、请求更高授权（即现场说了不算数，说要回去请示上头）；6、情绪化地敲诈（例如女士使用 哭泣的方法）。

当你发现对方使用了不公平的手段，你必须要做出适当的反应（而非反击），把焦点拨回到谈判问题上，并 且明确指出对方使用了何种不公平手段。有些时候，需要改变谈判的环境或者下次再谈。

如果你感觉到对方态度十分强硬， 谈不下去，就不要问“为什么”对方不同意。如果你问为什么，你只会得到对方不同意的原因，而非解决问题的方案。你需要换方法，采取拉动的方式，问如何解决问题，如何才能让对方满意，或者这些有效信息后，再提出你的新方案。

最后，引用Marvin S Levin的话做总结——if you are planning on doing business with someone again, don’t be too tough in the negotiations. If you are going to skin a cat, don’t keep it as a house cat!

希望这个分享，对你有用！

Kiama, New South Wales, Australia, 18 April 2010.

昨天上班期间，突然 听到两人在接待处大声吵架，使用的语言，竟然是我熟悉的广东话。我打开门看，看来是一对婆媳在争吵——

婆：放开我，我没有神经病！

媳：你有，你angry，所以你要看医生！

婆：我儿子回了中国，你就这样对待我！我哪有angry!?

媳：你一定要看医生！

这时，Receptionist过来问那位年轻女人：“sorry, but if you want an interpreter, I can organise it…”

那老人趁机逃走，那女人追出去，两人都没有回来……

硕士毕业生的早起职业生涯里的影响

何文超

01 Apr 2010

2010年4月1日，我应邀回到我的母校之一卧龙岗大学做了一次演讲，听众主要是上“Enterprise Architecture Design”这门课的IT学生。我以我自身的经历，向他们传达一个很重要的信息——企业架构设计的技能，可以从不同的方面应用于实际工作中，它对IT职业生涯发展十分有帮助！以下是当时演讲的幻灯片，欢迎下载：

下载演讲幻灯片

在企事业单位高层上评估用于支持教学的新技术的核心要素

何文超

E-mail: w.r.he@unsw.edu.au

澳大利亚新南威尔士大学

这是一个约5分钟的关于评估教育技术产品的简要演讲展示。我采用我创建的DOAMI模型——Decisions（决定）、Objectives（目标）、Approaches（途径）、Management（管理）、Interpretation（解析），来讲解从企事业单位高层的角度，如何评估用于教学的新技术。

2010年1月，两只Kookaburra飞到我在悉尼的家的阳台。

其中一只飞到阳台地上，来个近照。

两个月后，偶然地又发现一只Kookaburra来到我的阳台上。

它在那里歇了很长一段时间。

——灵格风中国的家长参与方案

 何文超

发表于悉尼大学CoCo研究中心举办的Learning Technology Research Symposium 2008上的海报

海报PDF下载

家长参与的周末学前儿童外语（英语） 面授课程

网上学习解决方案： 灵格风中国案例研究

A dissertation submitted in partial fulfilment of the requirements for the degree of

Master of Learning Science and Technology

by

Wenchao He

wenchao.he@sydney.edu.au

Centre for Research on Computer-Supported Learning and Cognition

Faculty of Education and Social Work

The University of Sydney , Australia

July 2008

学位论文全文

论文研究计划

参与者信息综述

家长参与者同意函

父母或监护人同意函

教师参与者信息综述

教师参与者同意函

Abstract

This case study was driven by the needs of Guangzhou Kids Centre, Linguaphone Group China Branch to explore the feasibility of developing an e-learning solution to promote parental involvement in order to enhance the learning outcomes of the preschooler-level students attending weekend face-to-face English classes. A pilot e-learning project was initiated in two classes (Level 1 and 2) to help the parents to organise weekly family-based English learning activities under the instruction of the teachers. During a five-week period, the parents were given access to an online learning management system where there were weekly instruction packages including the teachers’ summaries of what was taught in class, family-based English learning activity guide with relevant materials, and a feedback forum. The teachers checked and replied the parents’ feedback during the week to provide further assistance. To have a better understanding of parental involvement in the weekend English class and to avoid influences of any potential technical issues related to the e-learning project, an alternative method was taken at the same time in another two classes (Level 1 and 2), where the parents received the same instruction packages in print. The parents completed some questionnaires before and after the project, and were interviewed by the researcher. The four teachers were also interviewed at the end of the project. The results show that most of the parents of Level 2 students actively participated in the project while the participation by the parents of Level 1 students was limited. The E-Learning Group’s and Print Group’s parents participated in the program using different strategies. The teachers’ and parents’ observations seem to suggest that the students’ progress was associated with the degree of activeness of the parents’ participation. Suggestions for the subsequent development of the e-learning solution are made based on the analysis and discussion of the results.

Acknowledgements

Firstly, I am grateful to my supervisor Dr. Chun Hu for her support and help throughout my study. Her valuable suggestions and comments on my work gave me a strong direction to move further. Discussing with her usually triggered much new idea conducive to the subsequent research procedure. She cared not only my study but also my life in Australia, a foreign country for me. This has led to my confidence and enjoyableness during the study.

I thank Linguaphone China and Ask Idea Educational Studio for providing this study with funding, relevant materials and continual support.

I thank Mr. Yaowei Situ and Mr. Tim Ng for their promoting my proposed parental involvement program to be implemented in Guangzhou Kids Centre, Linguaphone China. Without their support, I could not conduct the case study with Linguaphone.

I thank the four teachers’ participation in this study. They have worked with me collaboratively within the parental involvement program. Without their support and effort, I could not implement the project and conduct the study internationally.

Finally, and certainly not least, my greatest thanks are due to my fiancée for cheerful encouragement and unfailing support during the study. And I thank my parents who are living in China but always encourage me to overcome difficulties via synchronous chat on the Internet.

Licensing

The author of this dissertation, Mr. Wenchao He, owns the copyright of this dissertation which is protected by Copyright Act 1968 and other applicable law in Australia . Without the copyright holder’s written permission, any use of this dissertation other than as authorised under this license is prohibited.

On 1 July 2008, this dissertation will be submitted to Faculty of Education and Social Work, University of Sydney for examination. The Faculty and University of Sydney Library and its agents will be permanently licensed to hold the hard and electronic copies of this dissertation which can be made available to the staff and the students of University of Sydney . Once this dissertation has been submitted, Linguaphone Group and Ask Idea Educational Studio will be respectively granted a permanent, irrevocable, free, world wide, non-exclusive license (including a right of sublicense) to use, reproduce, adapt and exploit the intellectual property rights in this dissertation for any commercial or noncommercial purpose.

From 1 July 2008 to 31 December 2008, the full text of this dissertation should be kept partially confidential and should not be copied, distributed, displayed or reproduced out of the scopes of University of Sydney, Linguaphone Group and Ask Idea Educational Studio. The author and any other staff and student in the three organisations who has received this dissertation should only use the dissertation for their work, study, or research within the three organisations and should not forward the full text of this dissertation to any other party or upload the full text of this dissertation to the Internet to make it available to the public.

From 1 January 2009, this dissertation will be made available to the public and become licensed unde Australian Creative Commons Attribution-Noncommercial-No Derivative Work 2.5 License , which is:

You are free:

to Share — to copy, distribute and transmit the work

Under the following conditions:

Attribution. You must attribute the work in the manner specified by the author or licensor (but not in any way that suggests that they endorse you or your use of the work).

Noncommercial. You may not use this work for commercial purposes.

No Derivative Works. You may not alter, transform, or build upon this work.

Any of the above conditions can be waived if you get permission from the copyright holder.

Nothing in this license impairs or restricts the author’s moral rights.

Any request for any use of this dissertation other than as authorised under the above licensing statement can be forwarded to the copyright holder, Wenchao He, who can be contacted at wenchao.he@sydney.edu.au.

List of Contents

1    Introduction. 1

1.1 Problem Statement. 1

1.2 Possible solution. 2

1.3 Purposes of the Study and Research Questions. 2

2    Literature Review. 4

2.1 Parental Involvement. 4

2.1.1 Parental Involvement’s Effectiveness. 4

2.1.2 Parent-school Partnership. 5

2.1.3 Communicative Issue of Parental Involvement Programs in Kindergartens. 6

2.1.4 Parental Involvement Possibility. 7

2.2 E-learning. 8

2.2.1 E-learning’s Representations. 8

2.2.2 Networked Learning. 9

2.2.3 E-learning in a Family Context 10

2.2.4 Using Technology to Promote Family-School Connection. 12

2.3 Second/Foreign Language Learning. 13

2.3.1 Family-based Linguistic Input and Interaction. 13

2.3.2 The Transitional Shift of CALL. 15

3    Methodology. 18

3.1 Research Method Selection. 18

3.2 Participants. 20

3.3 Instruments. 21

3.3.1 Questionnaires. 21

3.3.2 Telephone Interview. 25

3.4 Procedure. 27

3.4.1 Parental Involvement Program. 27

3.4.2 Data Collection. 28

3.4.3 Data Analysis. 28

4    Results. 30

4.1 Overview. 30

4.1.1 Overview of the Students and the Parents. 30

4.1.2 Response Rates. 33

4.1.3 Participation Rate. 34

4.2 Parental Involvement in Children’s English Learning. 35

4.2.1 Parental Modeling in Children’s English Learning. 35

4.2.2 Parental Involvement Preferences. 39

4.2.3 Summary. 43

4.3 E-learning Solution Supporting Parental Involvement. 43

4.3.1 Parent Involved Networked Learning Model 43

4.3.2 Promoting Connections. 44

4.3.3 Summary. 49

4.4 Enhancing the Outcomes of Children’s English Learning. 49

4.4.1 Enhancing English Input and Interaction by CALL. 50

4.4.2 Let the Students Know about their Parents’ Participation. 52

4.4.3 Multiple Language Representations. 53

4.4.4 Parent-Teacher Face-to-Face Communication. 54

4.4.5 Customised Instruction in Class. 54

4.4.6 Parents’ Learning English for Themselves. 55

4.4.7 Summary. 56

5    Discussion and Conclusion. 57

5.1 Summary of the findings. 57

5.2 Implications and Suggestions. 58

5.2.1 Multiple Solutions. 58

5.2.2 Instruction on Parental Involvement 58

5.2.3 Promoting Connections. 59

5.2.4 Promoting English Input and Interaction. 59

5.3 Limitations of the study. 60

5.4 Future research. 61

6     References. 62

Knowledge Management System for Web 2.0 Technology-Supported Electronic Television Program Guide

Wenchao He      Michael Jefferies Shankai Zhang Han Qin

School of Information System and Technology

Faculty of Informatics, University of Wollongong, Australia

Executive Summary

1    Introduction

1.1    Background

Program guides are designed to provide the users a categorical view of the content that can be viewed within a given day, week, or month. With the expansion of the internet capabilities such as Web 2.0, Electronic Program Guides have been an integral part of TV and Cable broadcasting, providing online and TV set feedback to the user directly.

1.2    Problem Statement

The rapid expansion of television content and channels has made theinformation on TV program guides overloaded. Users are not informed relevantprograms at the right time and they find it difficult to choose between thevast amount of content and channels. The problem is Cable providers andBroadcasters have no Program guide that is expandable in the near future.  Users often have their viewable content limited too a number of large content providers often overlooking some relevantprograms from small content providers.

1.3    Method

The approach that will be taken will be firstly to develop an organisation modelling methodology to contextualise the organisation and problem. This will be done in the CommonKADs framework (Schreiber et al.2000) starting with the OM-1 identifying the problems and opportunities that have arisen, then secondly the OM-2 which analyses variant aspects of the organisation in context. The next step is to break down the business processes in the OM-3 to identify details of critical tasks, while the final OM-4 is to classify knowledge assets in the organisation.

The social analysis will be an integrated approach involving the conclusions drawn from each organisation model of CommonKADs. This section will focus directly on providing social theory to link problem with potentialanswers. Finally, a business feasibility analysis will be conducted using the results from the CommonKADs analysis and social analysis of the TV program guide information overloaded problem.

1.4    Thesis Statement

This report has proposed the solution to be a user profile oriented program guide supported by Web 2.0 technology. The solution has been analysed and derived by the CommonKADs framework and social analysis. The businessfeasibility analysis has demonstrated that the proposed solution is practicable for Cable providers and broadcasting providers, although minor risks have been identified with the proposed solution.

1.5    Outline of the Report

The report will initially discuss the background of the problem where the problems and opportunities of Cable providers and broadcasting provider sand their organisational contexts will be analysed using OM-1 to propose a potential solution.

The second section will include the Organisational Analysis which identifies the organisation structure, processes, people and resources. This will also include the knowledge resources within the organisation and particular cultural and power issues surrounding the organisational environment.

The third part of this report will focus on the task breakdown and knowledge assets. The process or task breakdown will identify critical knowledge components.

The fourth major component of this report is the Business feasibility which will draw together conclusions from the CommonKADs methodology and the social analysis of the issue at hand. This will discuss the proposed changes to organisation structure, including expected organisational benefits and potential risks.

The final component will make recommendations in the form of a proposed solution to the problem defined by the CommonKADs framework. This will recommend the user profile oriented electronic program guides to solve this problem.

2.1.2    Opportunities

The first opportunity is that Cable providers and Broadcasters could receive significantly more users and subscribers by providing more content and programs (such as to equal that of the Internet).

The second perceived opportunity will be that from a users point of view, in which viewers will have significantly more content and programs to choose from without being limited to Cable sponsored channels.

2.2    Organisational Contexts

The purpose of Cable providers and Broadcasting providers is to provide the link between content and viewers so that TV programs can be accessed and viewed on their Television sets. Cable providers refer to organisations that provide availability to several hundreds of channels by either satellite or cable. They do not necessarily produce the content, which is generally done by the content providers.

The key players involved in the Cable providers are the employees, management and technicians.  On an external level are organisations that provide the content which produce the programs and actual content and the broadcast organisations which provide the link between content organisations and the end user (the viewer).

Cable providers or Digital television providers provide numerous channels and links to different content providers in order to receive subscribers – the main source of their revenue and livelihood. Clearly the only strategy is to increase the number of subscribers to their network by increasing their content spread and availability. To do this they must be able to cope with expanding technologies and competition such as that from the Internet. They must also be able to provide content from the smaller productions by advertising their programs to viewers, rather than focusing on the largerorganisations.

2.3    Social Analysis

The TV medium has been predominately a monopolistic industry regardless of country with a small number of large content providers dominating the primetime space. For example, in Australiathe two major cable providers are Foxtel and Optus. They provide a link between content providers and the viewer. Their services are often highly competitive with the duopoly often creating an extremely competitive environment each trying to outdo each other in terms of content, availability and quality.

2.4    Proposed Solution

The proposed solution is to utilise Web 2.0 technology to increase the range of content available to users by removing or eliminating the traditional limited project selection in order to create user oriented profiles for personalised television viewing. This will provide access to a larger number of content providers and channels regardless of their organisational size in order to reduce the hold larger content providers have on cable, satellite and digital services.

2.5    Problem Statement

The clear problem is the fact that the range of viewable and accessible content is rapidly growing to point where digital, cable and satellite providers have to considered options to expand methods to allow their subscribers to access this information especially if it is relevant to their needs and desires. The need for equal advertisement and air time for all providers will also need to be addressed by these providers in order to satisfy the subscribers of their services. Cable, Satellite and digital providers should be capable of delivering content that is suitable and relevant from arange of different services in order to meet these requirements.

3    Organisational Analysis


3.1    Organisation Structure

3.2  Business Processe

The current traditional process of conducting business in cable, satellite and digital television providers are to gather resources from content providers, mostly large and known providers. These programs are transmitted to the user by either cable or satellite facilities at which the local house or place has a receiver (digital set top box or cable receiver)which allows users to access all the channels and content provided by the cable TV provider. At this time, the user chooses between different programs and depending on the relevance to his/her desire and needs to choose the most appropriate to view.

OM-2:  Business Processes

3.3    People Involved

There are several key actors/people involved within this organisation. Since we established that the Cable Providers are the organisation in focus we have actors such as technical staff, support andoperation staff, middle line management and strategic management. Theseinternal actors can be seen in the organisational structure chart in 3.1. There are also external organisations and actors associated with this organisation. Although they are not directly related with the services provided by the cableprovider/s, they do have some interaction. These include competitors, content providers, broadcast providers, media authorities and customers.

OM-2:  People Involved

3.4    Resources Involved

There are several different resources involved in this organisation from gathering content to communicating it with the end user (the viewer). These include video or TV program archives, the methods of transmitting to the user via cable connection, satellite or digital devices andend user devices such as Digital television, set top boxes, satellite dishes orcable receivers. Technical staff requires a detailed amount of knowledge inthese respective areas including installation, operation and maintenance. Operation staff also requires accounting/billing systems and accounts to maintenance the users current status, payments and other details. This could typically be a database.

3.5  Knowledge Resources Involved

Some of the knowledge resources include Program databases, such as program running times, classifications, genre, channels, program descriptions and actors. Another knowledge item would be the user interests which refers to the preferences of the users in terms of the TV programs. This knowledge aspect would often be categorised and easy to assimilate into understandable means. In the same sense we could also understand knowledge such as program dislikes which refers to programs that have never been viewed or accessed by a specific user. This could help to identify the programs that the user may not be interested in. The final knowledge component is the content type which may represent several different mediums or programs. The idea is to understand the many forms of media and content.

3.6  Culture and Power Issues

There are several issues with the organisation that are important to discuss. Cable, Satellite and Digital TV providers are notorious for providing TV programs produced by the ‘big guys’. Most cable organisations have strategic alliances with large production or content providers. Another issue revolves around the censorship of particular content and the moderation of such information. Media authorities play a key role in this aspect, and organisations such as Cable providers must abide by these rules and regulations otherwise serious consequences can arise. Communications in organisations likeCable providers often are rigid and sensitive; as such programs are often linked to broadcasting rights.

3.7    Social Analysis

The frameworks of every organisation are unique and often have different business practices and processes to get tasks done. Cable providers for example are no different. The OM-2 Model identified the variable aspects of the cable provider’s generic model showing the business processes andorganisational structure.

Perhaps traditional organisational focus on business-orientation has been phased out or has no room in the new technological age of the semantic Web2.0. The focus should shift towards a customer oriented style of business, such as gathering feedback and meeting the customer’s needs. The solution to the problem should enable Cable providers to step into the future of business, focusing on meeting the needs of customers and clients by implementing a technological solution to expand their viewing portfolio and choosing to take important information from their most valued asset – the customer.

4    Task and Knowledge Analysis

4.1  Task Break-Down

The worksheet OM-3 depicts the task break-down in the previous present of main business process. The whole business process is generally divided into three parts: Gathering resources, Transmitting process and Users choosing. To finish the whole business process, the tasks must be finished in a sequential order beginning from the providers’ side, going through the middleman transmitters, and finally ending at the users’ side.

Each part differentiates at its knowledge assets involved. Each part differentiates at its knowledge assets involved as they are different role players in the entire business chain without many activities sharing happening. In the initiator’s side, as the origin of the whole supply process which is really decided the meaning and quality of whole TV industry, the speciality evaluation knowledge and the insight of whole market and customer’s demands are more needed to be special in. The second task, from the transmitter’ side, knowledge of technical aspects is given more consideration including devices manipulation and maintain. Last part to provide a product which in here is not completely and well design for every consumer to be use is the aim of the whole process. Users play the key role in the using process, so they are assumed they armed with knowledge of recognizing information and device manipulation.

The high significances are given to tasks of gathering resources and transmitting process considering the important role initiators play and the ensuring of product safety and availability transmitter need to undertake. The choose of TV programs is really upon individual preference and users choosing is the end point of the whole business process also means this part will not influence in others. So the significance of the knowledge assets in the user side is put in a low level.

4.2      Knowledge Components

The OM-4 table gives a description of main knowledge assets involved in the whole TV business process. Due to different department functions and the role department play in the whole business process, different knowledge from a number of different areas is assessed. Knowledge of TV content evaluation and Marketing is so important because they are the preparation of whole business activity and the origin of information overload in TV channels. During the assess process, interaction with consumers was found is the key area those two knowledge assets overlook. In the aspect of user, it is hard to identify all information the providers provide as information is overloaded and the form of presenting information is ineffective.

4.3    Social Analysis

Secondly, the utilising of the Web 2.0 notion emphasizes the change from the form of tacit knowledge personal feeling to explicit knowledge TV programs preference. Two dimensions are indicated for tacit knowledge. One is the technical dimension which often referred to as “know-how” encompassing the kind of informal personal skills or crafts and one is the cognitive dimension which is made of beliefs, ideals, values, schemata, and mental models that are deeply ingrained in us (Nonaka and Konno 1998). On the other side, explicit knowledge point at the way of expressing in words and numbers which are shared in the form of data, scientific formulate specifications, manuals and the like (Nonaka and Konno 1998). In the situation of TV users, most of their tacit knowledge is the cognitive dimension type. The change from personal feeling to TV programs preference benefits in users locating programs and not to cost another time to find something uncertain.

5    Business Feasibility

5.1    New Organisation Structure

The Web 2.0 technology-supported solution has taken users’ perspective into account when providing TV program guide. This will have an impact on the organisational structure. While rethinking and redesigning TV cable providers’ operating processes, we should focus on the organisation’s core competencies in order to achieve dramatic improvements in organisational performance (Lowenthal 1994). With applying the proposed solution, TV cable providers are to enhance their core competencies in the user management area. This includes a technical part as well as non-technical support. In the new organisation structure, two new departments will be created to support the new business processes. One is the Information System Department, in which there are several function units such as user interface design and maintenance, database management, information system administrators, IT infrastructure management, etc. Internally, this department will be technically in charge of the new system to collect, store, and make use of the information about users’ preference and viewing behavior.

The other new department is Customer Relationship Management Department. In the Web 2.0 technology solution context, such department should have three new sub-units, which will be online community moderation, program guide editing and user feedback management. This department will be in charge of initiating online interaction amongst users and between users and the organisation. The interaction can be supported by social networking service based on users’ common interests, discussion board, program rating and commenting. To make use of the information and knowledge generated by the users, it is necessary to reorganise the data for the program guide editing (e.g., an introduction to a show includes a digest of users’ discussion on the actors/actresses who will appear in that show). Furthermore, if users provide the organisation with suggestion or complaints, such information should also be organised and sent to relevant departments within the organisation.

New Organisational Structure

5.2      Expected Benefits for the Organisation

5.2.1 Increase of Revenue

As the digital TV cable providers apply the Web 2.0 technology-supported solution into practice, users’ satisfaction may be increased because they will have a better experience of using the digital TV broadcasting service with personalised guidance. This will lead to the increase of the organisations’ revenue as potential users are more likely to subscribe to the service. The root of the increase of revenue is that the new solution can enhance the intellectual capital of the organisations. Intellectual capital is the intellectual material – knowledge, information, intellectual property, experience – that can be put to create wealth (Stewart 1997). The activities and the behaviours of the users within the Web 2.0 framework keep generating such intellectual material and convey it to the organisations.

An organisation’s intellectual property is indicated by various factors, which include finance, customer, human, process, renewal and development (Kaplan and Norton 1992). Figure 1 is the balanced scorecard by Kaplan and Norton (1992), in which customer perspective is recognised as one of the important components of measuring an organisation’s intellectual capital. If we focus on “entities” instead of “perspectives”, the core value of intellectual capital is from human capital, organisational capital and customer capital (see Figure 2) (Petrash 1996). Thus, it is obvious that digital TV users’ satisfaction and feedback are forming a critical part of the cable providers’ intellectual property. The new solution will be facilitating the transition from customers’ experience into the organisations’ managed knowledge asset. This asset will be ultimately part of the organisations’ intellectual capital which is expected to create tangible benefit from sales.

· Figure 1 The Balanced Scorecard by Kaplan and Noron (1992)

· Figure 2 Intellectual Capital Framework by Petrash (1996)

5.2.2 Improvement of the Organisation’s Image

By applying the Web 2.0 technology-supported solution, the organisations’ public images will be managed and improved. Traditionally, much research into corporate image concluded that corporate image is determined mostly by the organisation per se (e.g., logos, advertisement, business management, etc.) (Dowling 1986; Wreford 1987). However, more and more researchers have found that image is also determined by both environmental and personal factors of the audience member. The combination of all these factors becomes a part of the impression-formation process and produces an overall perceptually-based audience image (Haedrich 1993; Moffitt 1994; Williams and Moffitt 1997).

Social networking activities amongst current and potential customers of the organisations are personal factors that influence the organisations’ image. In the traditional one way communication mode between digital TV program guide and current customers, it is difficult for the organisations to perceive, manage and response to such personal factors. To a large extent, the organisations’ image is at risk as long as the external factors are not controllable. This difficulty is determined by the nature of the knowledge generated during people’s socialisation. Such knowledge is usually about people’s ideas, feelings and experience and it is considered as tacit knowledge (Nonaka and Konno 1998).

However, if the organisations adopt the Web 2.0 technology-supported solution, such communication will be made explicit because customers are encouraged to use specific figures, words and/or choices to convey their preferences, feelings, ideas, and experiences on the mediums managed by the organisations. The organisations then combine the information from the customers into their service and response quickly once they receive negative feedback from the customers (e.g., low rating of a program, complaint on the online forum, etc.) so that the organisations’ image will be protected and improved as the customers will perceive the organisations’ respecting their feedback.

5.3  Risks of the Change

5.3.1   Immaturity of the New Solution

Although Web2.0 is used for EPG, it is still not mature enough for matching exactly the needs to the customer. Due to the high development of the current Internet technology, the organisation and the people can be connected much easier than ever before by network. Even by using the most advanced technology, some information can still not match the customer’s needs. So there must be some balance between richness and reach (Evans and Wurster 1997). In our situation, although the Web 2.0 will be merged with the EPG, no one knows whether this combination can work well or not. In other words, whether the new technology can customize the needs to the customers is still a question. Probably, when a customer search for a particular program, although most relevant information will be listed, some programs still may not appear on the screen. Consequently, the customer may potentially miss some really important programs which relates to his/her demand, but he/she has assumed that the “machine” is correct and does not manually browse the traditional view of TV program guide.

5.3.2   Small Content Providers May Be Still at Risk in the New Solution

Due to the similarities of the program, the small companies’ channels are usually ranking behind the big ones. According to Macdonald (1998), if the piece of information is scarce, the value of that information is just like gold (Macdonald 1998). On the other hand, if the information is very common and nearly every body knows, the value of that information will become poorer and poorer. In our situation, once both the big content provider and the small one provide the same or the similar programs, the EPG must list the big company’s content in front of the small company due to the strength of the big corporation. For most customers, they usually look at the first couple of programs and neglect the rest ones which may still affect the small company’s advertisement revenue. Thus, in order to survive in the competitive market, the small company has to do more brainstorming and try to be innovative and create some unique programs that the big company doesn’t have so that their programs can be the top one. As a result, they can attract more advertisements and their revenue can be guaranteed.

5.3.3   Fake Message Attack

Since small broadcasters can utilize the web to develop the online community, it is possible for the rival to post the fake message to criticize the company’s reputation.  According to Green (2000), in order to survive in today’s competitive world, a company has to find a good competition way to survive. The competition includes the normal competition and abnormal competition which most companies will take advantage in the market (Green 2000). In our situation, some companies may use the abnormal competition approach. As all the comments posted via the online portal could be anonymous and could be with fake identities attached, it is easy for a competitor to text any fake and bad information on the notice board without worrying about being sued by the law. When an audience reads the message, he/she may probably believe it and even transfer it into other forums. Consequently, the company’s reputation will be affected negatively and face the potential threat of losing customers.

6    Recommendations

6.1    Construction of a Two-Way Communication Channel

The existing one-way communication channel between the organisations and the customers stops the organisations from learning the customers’ program view preference, interests, feelings, etc. Such learning need is increasing as the information about programs seems to be overloaded because the digital TV cable providers have to provide the viewers with more relevant information. A two-way communication channel can facilitate the information flow from the viewers to the broadcasters. The interaction between the organisations and the customers helps increase the quality of the service as the presentation of the program guides can be modified according to viewers’ feedback.

6.2    Construction of the Profiles for Users and Programs and the Matching Mechanism

6.3    Business Process Reengineering and Enterprise Architecture Redesign

6.4    Reviewing the Solution

7    Conclusion

This report has used the CommonKADS method and social analysis approaches to identify the problems and opportunities of the electronic TV program guides which have emerged because TV channels and programs keep growing dramatically. The main problems are that the information from the increasing TV channels and programs seems to be overloaded and in the traditional one-way communication mode, it is difficult for TV cable providers to provide the users with the right programs at the right time. On the users’ side, because there are too many choices and they are not familiar with most of the channels and programs, so they only rely on several major channels which leads to smaller content providers’ being left out.

Thus, it is believed that if cable providers solve these problems, they will attract more subscribers. A Web 2.0 technology-supported solution has been proposed to solve the problems. In the proposed solution, profiles of users and programs are used to create personalised TV program guides within an automatic matching mechanism. However, the current organisational structure and business processes do not support the new solution because the responsibilities of the people involved in the current structure and process have nothing to do with the new knowledge management system. Thus, it is necessary for the organisations to redesign the enterprise architecture and reengineer the business process. New departments such as information system management department and customer relationship management department need to be created. Relevant IT infrastructure should be set up. As the new solution being implemented, users’ tacit knowledge will be transferred to explicit knowledge on managed mediums and made available to the organisations. Such explicit knowledge will be used for TV program guide personalisation. As a result, the organisations’ revenue will be increased because the new solution helps them increase their “customer capital”.  On the other hand, the organisations’ image will be improved because the new solution helps them better manage and monitor their users’ social activities where their image is carried. Some risks of the solution have also been addressed. To implement the solution, the organisations should be concerned about the immaturity of the new practice, the at-risk smaller content providers and fake message attack.

Finally, based on the comprehensive analysis, it is recommended that the organisations should construct the two-way communication channels between the organisations and the users,  set up the profile matching mechanism,  complete the business process reengineering and enterprise architecture redesign in time, and review the new solution as it is being implemented.

8   References

Davenport, T & Prusak, L 1997, ‘Information politics: information is not innocent’, in Davenport, T H & Prusak, L (eds.), Information Ecology: Mastering the Information and Knowledge Environment, Oxford University Press, New York, pp67-82.

Dowling, G R 1986, ‘Managing your corporate images’, Industrial Marketing Management, vol.15, pp109-115.

Evans, P B & Wurster, T S 1997, Strategy and the new economics of information, Harvard Business School Press, Boston.

Green, R 2000, ‘Competition in Generation: The Economic Foundations’, Proceedings of the IEEE, vol.88, no.2, pp128 – 139.

Haedrich, G 1993, ‘lmage and strategic corporate and marketing planning’, Journal of Public Relations Research, vol.5, pp83-93.

Kaplan, R S & Norton, D P 1992, ‘The balanced scorecard as a strategic management system’, Harvard Business Review, vol.70, no.1, pp71-79.

Lowenthal, J N 1994, Reengineering the Organization: A Step-By-Step Approach to Corporate Revitalization, ASQC Quality Press, Milwaukee, USA.

Macdonald, S 1998, The Nature of Information, Oxford University Press, New York.

Moffitt, M A 1994, ‘A cultural studies peapective toward understanding corporate image: A case study of state farm insurance’, Journal of Public Relations Research, vol.6, pp41-66.

Nonaka, I & Konno, N 1998, ‘The concept of “Ba”: Building a foundation for knowledge creation’, California Management Review, vol.40, no.3, pp40-54.

Petrash, G 1996, ‘Dow’s journey to a knowledge value management culture’, European Management Journal, vol.14, no.4, pp365-373.

Schreiber, G, Akkermans, H, Anjewierden, A, De Hoog, R, Shadbolt, N, Van de Velde, W & Wielinga, B 2000, Knowledge Engineering and Management : the CommonKADS Methodology, MIT Press, Cambridge.

Stewart, T A 1997, Intellectual Capital: The New Wealth of Organizations, Doubleday/Currency, New York.

Williams, S L & Moffitt, M A 1997, ‘Corporate Image as an Impression Formation Process: Prioritizing Personal, Organizational, and Environmental Audience Factors’, Journal of Public Relations Research, vol.9, no.4, pp237-258.

Wreford, A 1987, ‘Planning far corporate communicarions’, in Han, N A (eds.), Effective corporate relations, McGraw-Hill, London, pp9-21.

1     Introduction

Emergent Medical Service （EMS） in the Netherlands has experienced difficulties in saving acute myocardial infarction (AMI) patients’ lives by avoiding delay for treatment. The problem was associated with various weaknesses of the service system, which included (1) delay of patient (i.e., the patients did not contact their GP or EMS when the AMI occurred), (2) delay of GP (i.e., it took some time for the patients to see a GP and it took some time for the GP to diagnose the patients and decide to redirect them to EMS), and (3) delay of treatment (i.e., when the patients were delivered to the hospital, they might not receive treatment immediately) (He 2009).

As a result, a new solution proposed by EMS was to allow citizen to call EMS directly. An alternative solution proposed by He (2009) is to develop a priority service system for AMI patients and only let this kind of patients bypass the GP. In He (2009), the service processes within EMS has been analysed through a CommonKADS framework (Schreiber et al. 2000), but some theoretical and practical issues were not covered under the CommonKADS framework and still left unsolved. This paper will use another two frameworks to analyse the unsolved issues associating with the implementation of the solution by He (2009) from a social perspective.

2     Issues Identified

2.1   Absence of Systematic Analysis

CommonKADS can help identify key processes, knowledge, and problems within an organisation. However, this approach looks into the organisation from a general dimension gradually to more and more specific aspects. It can not provide us with a more systematic view of the organisation. If a problem is only rooted in one position or one task within the processes, then CommonKADS may be a good method to locate and analyse that particular point. For example, Task 2 Emergency Assessment by dispatchers was identified as problematic in OM-3 within the CommonKADS framework and then OM-4, TM-1 and AM-1 further detailed the knowledge asset and the agent involved in Task 2 (He 2009). The implementation of the new solution led by such findings within CommonKADS framework may ignore the factors from other departments of the organisations (e.g., Ambulance Service and AMI professionals) as well as from outside of EMS (e.g., GP, public media, etc.). In other words, the result from the CommonKADS analysis indicates that the focus for further action should be on Task 2 Emergency Assessment. However, this is obviously insufficient for developing a priority service for AMI patients.

2.2   Absence of Guidance on Implementing the New Solution

Although CommonKADS analysis of the EMS case specified the information about the problems existing in the current situation, it did not provide a clear guidance on implementing a new solution. This is a practical issue that prevent us from directly applying the CommonKADS analysis to the development of a new knowledge management system for EMS.

Even though the CommonKADS analysis can draw our attention to the knowledge management in the Dispatch Centre and specific problems associated with one of the dispatchers’ tasks—Emergency Assessment, have been identified, it did not indicate any direction for solving the problems. The CommondKADS framework lacks pre-defined general outcome for different kinds of input to each model in the framework. Thus, to make use of the CommonKADS analysis, we had better to put its results to other more practical frameworks and figure out the suggestion for a new solution.

3     Theoretical Frameworks

3.1   The SECI Model and Four Types of “Ba”

Nonaka and Konno (1998) introduced the Japanese concept of “Ba” to organisational theory. Ba is a shared space for emerging relationships such as a physical, virtual or mental space. They believe that knowledge is embedded in Ba, and knowledge is created within a spiralling process of interaction between explicit and tact knowledge, which is based on four specific platforms, namely Socialisation, Externalisation, Combination and Internalisation—the SECI Model. There are four types of Ba that correspond to the four stages of the SECI Model (Nonaka and Konno 1998):

(1) Originating Ba for Socialisation: Originating Ba is the place where individuals share feelings, emotions, experiences and mental models. It supports Socialisation in which tacit knowledge is exchanged through joint activities.

(2) Interacting Ba for Externalisation: Interacting Ba is the place where tacit knowledge is made explicit via peer-to-peer dialogue and extensive use of metaphors. This process represents Externalisation.

(3) Cyber Ba for Combination: Cyber Ba is the place of interaction in a virtual world instead of real space and time, where new explicit knowledge is generated and systematised through out the organisation by the combination of new explicit knowledge and existing information and knowledge.

(4) Exercising Ba for Internalisation: Exercising Ba is the place where the conversion of explicit knowledge to tacit knowledge is facilitated. Such conversion takes place when individuals use explicit knowledge in real life or simulated applications. Eventually the individuals internalise the knowledge.

3.2   Information Governance Models

Based on the degree of local or centralised control of the information environment, March (1997) developed four information governance models to describe the features of an organisation in terms of information politics:

(1) Information Monarchy: one individual or function controls most of an organisation’s information.

(2) Information Federalism: only a few information elements need to be defined and managed centrally, while the rest can be left up to local units.

(3) Information Feudalism: business unit managers control their information environments like lords in so many separate castles.

(4) Information Anarchy: every individual fends for himself or herself and defines information on their own terms.

These four models are based on the consideration of the control of information. There are some other models based on other dimensions. For example, a Market-Based Model can be used to describe organisations that put a variety of different types of information into a database but only maintain that which is heavily accessed by users. In other words, the demand for information controls how it is governed. Furthermore, a Technocratic Utopias Model can be used to describe those organisations assuming that technology will solve all problems of information governance (March 1997).

4     Findings

4.1   Using the SECI Model for a Systematic Solution

The SECI Model associated with the four types of Ba provides us with systematic view of knowledge creation and conversion and it is useful for analysing the EMS case from a systems perspective. Applying the SECI Model to the case can complement the CommonKADS method’s weakness in terms of systematic analysis.

To implement the new solution (i.e., developing a priority service system for AMI patients and allowing actual or suspicious AMI patients to call EMS directly), the dispatchers should play a critical role the emergency service processes. Once the dispatcher receives a call from a patient who claims he or she has AMI, the dispatcher should use assess the emergency based on what the patient says and determine if the case is eligible for the priority service. According to the case description and the CommonKADS analysis (He 2009), the main knowledge for assessing emergency was triage, but the knowledge was tacit and difficult to transfer. Sometimes the dispatchers have limitation in triage of some illness (e.g., AMI). Furthermore, the dispatchers did not socialise with the Ambulance personnel so their knowledge can not be exchanged and converted.

If we apply the SECI model in the implementation of the new solution, we should construct the four types of Ba to facilitate the four stages of knowledge conversion. The dispatchers should socialise with the Ambulance personnel so that they exchange tacit knowledge about patients who need emergent treatment (Socialisation). Then they should work with the AMI experts to develop an explicit protocol specifying what criteria should be met for determining a caller as suspicious AMI patients (Externalisation). After that, the protocol should be used for training and assessing dispatchers (Combination). Finally the dispatchers apply the new explicit knowledge into their work and make it tacit again (Internalisation). As a result, they may use the knowledge to assess emergency more accurately and efficiently.

4.2   The Information Federalism Model as a Guidance on Implementing the New Solution

The CommonKADS analysis lacks guidance on implementing the new solution because it does not generate output (e.g., suggestion) after we input information into its various models, whereas March’s (1997) information governance models not only helps us classify the information politics within an organisation but also provides us with suggestion on how to take advantage of a particular model.

Generally, the Information Federalism Model may be suitable for describing EMS’s information environment. On the one hand, EMS is part of a complex system—Municipal Medical and Sanitary Service and EMS define their own information such as the procedure of dealing with a call at the Dispatch Centre. On the other hand, EMS is controlled and supervised by General and Social Sanitary Care. EMS should follow various guidelines defined by their higher management. For example, they are asked to minimise the number of dispatches that do not result in patient transport to the hospital.

To apply the model into the implementation of the new solution, General and Social Sanitary Care should allocate AMI experts to work with the dispatchers to develop a protocol for assessing calls claiming AMI. Such protocol is information developed centrally and shared across departments. On the other hand, Dispatch Centre and Ambulance Service can still define their own ways for implementing the protocol. For example, Dispatch Centre can define their own plan for training the dispatchers to use the protocol in their work, and Ambulance Service can define what paramedics and drivers should do once they are told to pick up an AMI patient.

5     Conclusion

CommonKADS analysis can effectively help us locate and define problems within an organisation and its business processes. Nevertheless, it can not provide us with a systematic view for the solution, nor does it output clear guidance on implementing solutions. The SECI Model and the information governance models can complement CommonKADS. In this paper, the two frameworks have been used to perform a social analysis of the EMS case in regard to the implementation of the new solution. On the one hand, the SECI Model is used to facilitate knowledge creation and conversion within EMS. On the other, the Information Federalism model depicts a guideline for both higher management and local units to implement the new solution.

6 Reference

He, W. 2009. ‘Modelling Emergent Medical Service in the Netherlands with CommonCADS’: Unpublished assignment for ISIT917, University of Wollongong, Australia.

March, J 1997, ‘Information politics: Information is not innocent’, in Davenport, T H & Prusak, L (eds.), Information Ecology: Mastering the Information and Knowledge Environment, Oxford University Press, New York, pp67-82.

Nonaka, I & Konno, N 1998, ‘The concept of “Ba”: Building a foundation for knowledge creation’, California Management Review, vol.40, no.3, pp40-54.

Schreiber, G, Akkermans, H, Anjewierden, A, De Hoog, R, Shadbolt, N, Van de Velde, W & Wielinga, B 2000, Knowledge Engineering and Management : the CommonKADS Methodology, MIT Press, Cambridge.

Issues and Challenges of Web-Based Systems Integration:

a Case Study of Aquarelle.com and Amazon.com

Wenchao He

School of Information System and Technology

Faculty of Informatics, University of Wollongong, Australia

1       Introduction

This paper aims to investigate issues and challenges within the tasks of web-based systems integration through a comparative analysis of two cases—aquarelle.com and amazon.com. The investigation was implemented from the customer perspective and the IT perspective. The data were mainly collected from the author’s personal experience of using the websites as a customer. Then the author revisited and tested the websites in order to examine and justify the issues and challenges of their systems integration. Justification of the better business model is made and practical proposition is provided based on the data analysis and the results.

2       Customer Perspective

Usability and Interoperability are two main dimensions of evaluating e-business websites from the customer perspective, although they are more or less overlapped. While Usability provides criteria to assess customers’ generic experience of using the services that websites offer, Interoperability focuses on those services across various systems. According to Pearson and Pearson (2007), Web sites’ usability can be assessed using five criteria: Navigation, Ease of Use, Customisation, Download Speed, and Accessibility, and among the criteria, Navigation and Ease of Use have the largest contribution in explaining Web suability. Interoperability issues are usually linked to the failure of these two important factors (Chen et al., 2008, Palmer, 2002, Pearson and Pearson, 2007).

2.1     Usability

2.1.1   Navigation

As for Navigation, aquarelle.com does not provide customers with any classification information of their products but inserts the link to “Chocolat[e]s and fruits on Aquarelle Gourmand” in the administrative menu. Its big homepage displays almost all the products that they have but does not provide navigation for customers to register an account, maybe because they prefer the customers select the products first, but what if the old customers came back again and could not find the login portal? Contrarily, amazon.com sets a clear classification section on the left to help customers directly go to their target areas of products, and the administrative links are located separately. The customers may always know what links they should click if they want to choose a specific product classification or login the website.

2.1.2   Ease of Use

As for Ease of Use, aquarelle.com’s account management system may easily make customers confused through out the whole purchase process. For example, when a customer registers an account, the system asks him or her to set a password. It will change all the lowercase letters into uppercase letters automatically as they are being input (see Figure 1). The customer may not know whether he or she should input which kind of letters as password next time. Furthermore, it is unusual that the password is displayed directly on the screen, which may be seen by others near the user. Amazon.com provides customers with much more instruction and the customers can follow the instruction step by step to finish their purchases and manage their accounts.

Figure 1: Password Uppercase Issue

2.1.3   Customisation

As for Customisation, both of the websites offer customised services. Aquarelle.com offers the services through its production (e.g., customers can choose different colours and sizes of flowers when they order, and can send a photo to the website and the photo will be printed and go with the flower to the recipient, see Figure 2). Amazon.com not only customises the production (e.g., gift packing option, Kindle version of books option, etc.), but also organise recommendation for customers based on their previous browsing and purchasing record.

Figure 2: Exclusive Aquarelle Services

2.1.4   Download Speed and Accessibility

As for Download Speed and Accessibility, the author used a website speed testing application (http://www.iwebtool.com/speed_test) to test the download delay of the two business’ two main sites and their international sites. Each site’s speed data were collected through out consecutive five days during at different time in one day.  It comes that the average download delay of Aquarelle is 1.535 seconds, and Amazon 2.229 seconds. It is evident that aquarelle’s websites’ download time is much less than Amazon’s. This is because Aquarelle’s websites’ content is very simple and there is not much content. The author has not detected any accessibility issue.

2.2     Interoperability

Generally speaking, interoperability is the ability for two systems to understand one another and to use functionality of one another. In the context of networked enterprises, interoperability refers to the ability of interactions (exchange of information and services) between enterprise systems (Chen et al., 2008, Chen and Vernadat, 2002). Interoperability issues are apparent in the two business models in terms of the two most important criteria of usability—Navigation and Ease of Use.

2.2.1   Navigation and Interoperability

Aquarelle redirects customers to its other international sites by a link named “send flower abroad”. From the link, customers can choose other sites, the offices of which are located in other six countries (Belgium, Germany, Spain, UK, Netherland, and USA). But the problem is that, if a French person travels to Germany, lives there for a period, and then wants to send flower to Germany’s local address, then the behaviour should not be called “send flower abroad” since he or she has been in Germany. On the other hand, there are so many products that Amazon is selling, and some same products are on sale in different countries’ sites (e.g., a book is on sale on amazon.com but it may also be sold in amazon.ca). The current situation is that, customers are not able to compare books across countries, so they have to compare the books and correspondent shipping fee manually. For example, an American customer may compare a book on amazon.com and amazon.ca, and then choose a site that sells the book for a lower price. From Figure 3, while Amazon.ca sells the book for CDN$23.28 (about US$22) plus CDN$9.98 (about US$9.43) for shipping to USA (totally about US$31.43), Amazon.com sells the book for US$35 with free shipping within USA, so the American customer may buy the book from amazon.ca. However, the product-linked navigation across Amazon’s various sites does not exist (i.e., customers can not directly access to all the pricing information about one book).

Figure 3: The Same book on Amazon.ca (left) and Amazon.com (right)

2.2.2   Ease of Use and Interoperability

Aquarelle’s account is not available through out all the Aquarelle sites. That is to say, if a customer registered at Aquarelle.com and even makes a purchase, he or she still can not use that account to login Aquarelle.co.uk, which would generate inconvenience for customers. The same issue partially applies to Amazon. The author registered an account on Amazon.com, and could use it to login Amazon.ca, Amazon.co.uk, Amazon.fr and Amazon.de, but could not use it to login Amazon.cn and Amazon.co.jp (see Figure 4).

Figure 4: Login Error Notice on Amazon.cn (left) and Amazon.co.jp (right)

In term of order tracking, both business models have interoperability problems. Aquarelle’s order tracking system is basically separated from the account management system. When a customer wants to track an order on the same Aquarelle site, he or she needs to input a unique access code received from Aquarelle by e-mail, but can not login the account to see the order status. Amazon’s tracking system is built in the account management system. However, if a customer buys a book and then login other Amazon sites, he or she will not see the order in the new Amazon sites. He or she needs to go back to the original site to track it.

3       IT Perspective

From the IT perspective, the two cases’ usability and interoperability issues and challenges are determined by the back-end processes and status of the systems integration. Investigating these two dimensions can help understand the potential of changing Little i to Big I (Gulledge, 2006) within the two business models.

3.1     Back-end

Aquarelle’s seven sites’ user databases are totally separated. They are only linked by HTML hyperlink. Each site processes its own orders and manages its own users. This leads to a big disadvantage of the promotion of the club policy—“For every 4 orders you place, a discount equivalent to 10% of the value of the 3 previous orders (excluding delivery costs) will be deducted from your 4th order”, because the four orders have to be processed within one country. Even in one site, the Order Follow Up team still use a different system to store the information.

Amazon’s seven sites’ user databases are partially shared. Except for Amazon.cn and Amazon.co.jp, once other Amazon sites’ users input their personal details, the information will be stored and can be retrieved by other Amazon sites. The five Amazon sites process and manage their own orders, and the order data are not shared with each other. Because order record will form an important basic for the future recommendation, lacking the order records leads each Amazon site to just provide customers with limited recommendation. If a customer makes an order on one Amazon site, even though other Amazon sites have got good recommendation for the customer, they are not able to promote the recommendation to the customer (see Figure 5 where there was no recommendation for the customer even though he did purchase three books from Amazon.ca).

Figure 5: Amazon.co.uk’s Recommendation Page

3.2     Enterprise information systems integration

There are many obstacles to enterprise information systems integration. All of them can be classified into three catalogues: (1) People, (2) Process, and (3) Technology (Wamba et al., 2008).

3.2.1   People

Aquarelle’s and Amazon’s different sites’ organisations are consisted of different people with different responsibilities, power and goals, so not all these people will support the integration because the integration may influence their current benefit. In front of such a problem, Amazon’s strategy is to selectively integrate systems (e.g., to integrate the five sites users database) while leave the other two sites to be integrated relatively more slowly. So Amazon is experiencing the period of mixture of Big I and Litter i. Aquarelle’s business model is much more simple than Amazon’s because of the nature of live plant. The flowers should be kept fresh when they are being delivered. So the suppliers should be local and the destination of an order is also limited to local area. Hence, the “Autonomy” issue (Hasselbring, 2000) is much likely to influence the procedure of integration.

3.2.2   Process

Aquarelle and Amazon basically follow a Sales Order Process but Aquarelle’s process seems simpler than Amazon’s, because Aquarelle’s sites do not rely on external support when they process their orders and manage users, while Amazon have signed up many third party contracts (e.g., Amazon VISA Card promotion, couriers, individual suppliers, etc.). When there is a need to reengineering, they need to redefine all the complex processes. For example, if user database including order records are to be integrated, what should the customer service staff do if the customers report order problems to the wrong offices.

3.2.3   Technology

Different systems’ different standards are also a problem because of different software and hardware standards. Amazon’s technology innovation seems to focus on new products, such as Kindle, Web services, etc. Aquarelle at the moment does not involve too much technology but if they need to extend the business, better management tools should be developed and/or integrated.

4       Conclusion and Proposition

Overall, from the customer perspective, it is evident that Amazon’s usability and interoperability are much better than Aquarelle’s. However, from IT perspective, they both have many shortcomings and are facing many challenges which they need to overcome in the future. Particularly, Aquarelle needs to redesign their membership management architecture so that different sites can share the database and they can avoid internal conflict by following an appropriate procedure. Also, it would be better if Aquarelle can integrate the resources of different countries’ local florists so that they can increase the amount of available product to be sold online. The service that Aquarelle provides customers with the photo of the flower they ordered, currently includes too much manual effort. This service may be improved if the deliver process and customer relationship management process are integrated.

5       References

CHEN, D., DOUMEINGTS, G. & VERNADAT, F. (2008) Architectures for enterprise integration and interoperability: Past, present and future. Computers in Industry, 59, 647–659.

CHEN, D. & VERNADAT, F. (2002) Enterprise interoperability: a standardisation view. IN KOSANKE, K., JOCHEM, R., NELL, J. G. & BAS, A. O. (Eds.) Enterprise Inter-and-Intra Organisational Integration. Kluwer Academic Publishers.

GULLEDGE, T. (2006) What is integration? Industrial Management & Data, 106, 5-20.

HASSELBRING, W. (2000) Information system. Communications of the ACM, 43, 33-38.

PALMER, J. W. (2002) Web site usability, design, and performance metrics. Information System Research, 13, 151-167.

PEARSON, J. M. & PEARSON, A. (2007) Determining the importance of key criteria in web usability. Management Research News, 30, 816-828.

WAMBA, S. F., SHEN, J. & YAN, J. (2008) Lecture 3: the challenge of integration. ISIT904 Lecture Notes. Wollongong, University of Wollongong.

the Netherlands with CommonCADS

Wenchao He

School of Information Systems and Technology

Faculty of Informatics, University of Wollongong, Australia

1   Introduction

Emergent Medical Service in the Netherlands has experienced difficulties in saving acute myocardial infarction patients’ lives by avoiding delay for treatment. A new knowledge system should be introduced to the organization to improve their business processes. Before a proper solution to the problem is developed, an insight into the organization is necessary. In this paper, CommonKADS methodology (Schreiber et al. 2000) is used to perform a scoping and feasibility study and an impact and improvement study by modeling the organization from different aspects.

2   Scoping and Feasibility Study

2.1    OM-1: Problems and Opportunities

EMS aims to quickly transfer patients in need to hospital to receive proper medical treatment. To deal with the problem of delay of GP, they have an opportunity to allow citizens to call them directly. However, a new problem has to be expected, which is the increasing number of direct calls from patients.

2.2 OM-2: Organisation Focus Area Description

The structure of the organisation is not complicated. Relationship between each subpart is clear and well defined. The business process is straight forward. The number of roles in the organisation is not large. The following table depicts the basic information about the organisation in more detail:

Organisation Model	Variant Aspects Worksheet OM-2
Structure
Process
People	Managers of Dispatch Centre and Ambulance Service, Nurse Dispatchers, System Manager, Paramedics, Drivers, etc.
Resources	* IBM RISC/600/320 machines under Unix * An information support system that handles on-line emergency calls, and off-line reservations, reviews, finance, statistics, etc. * Fully-equipped Ambulances
Knowledge	* Emergency call answering * Triage * Process of emergency handling * Diagnosing and treating AMI
Culture & Power	* Dispatchers control ambulance personnel without being formally in charge of them * Dispatchers and ambulance personnel do not socialise * Paramedic is higher in the hierarchy than the driver * Manager of the ambulance service holds power over the paramedic and the drivers * Manager of the dispatch centre holds power over the system manager and over the dispatchers

3 Impact and Improvement Study

3.1    TM-1: Task Analysis

Task 2, Emergency Assessment, has been recognised as of high knowledge intensiveness and high significance. This task plays a critical role in the business processes of the organisation. The following table will describe this particular task’s different aspects:

Task Model	Task Analysis Worksheet TM-1
Task	Task 2: Emergency Assessment
Organisation	Dispatch Centre
Goal and Value	This task aims to determine the degree of emergency of the reported incident and prepare relevant medical treatment resources for the patient. This task is important as it can avoid delay of treatment for high-degree emergent illness.
Dependency and Flow	Input tasks: A call from GP comes in Output tasks: dispatching ambulance and sending useful information to paramedic
Objects handled	Input Object: In-coming call Output Object: Information package for Ambulance Service Internal Object: Emergency confirmation
Timing and Control	Frequency: 400 per day Duration: 3.6 minutes Control: Ambulance Service will only take further action when they receive the information package from Dispatch Centre. Constraint: the task has to be performed based on dispatcher’s heuristic triage knowledge; the decision has to be made within a short time.
Agents	Dispatcher
Knowledge & Competence	Online call system operation, call answering techniques, triage, internal Communication skills
Resources	Time, online call system, internal communication system
Quality and Performance	Proper response to the reported patients according to the correct judgement of their illness and degree of emergency