Name
Abstract | ||
|---|---|---|
This paper observes that task analysis, despite its prominence in many HCI approaches, embodies a limited perspective on change sources and manifestations. The paper starts with a critique of the change management perspective of TA methods and illustrates the argument with two examples — Interacting Cognitive Subsystems, and Task Knowledge Structures. Following this, we examine some broader change sources, manifestations and their implications. The paper continues by presenting an overview of work in its formative phase that broadens the change perspective of the Task Knowledge Structures approach. The paper concludes with an overview of some open issues in change management. |
Year | DOI | Venue |
|---|---|---|
2000 | 10.1007/978-1-4471-0515-2_4 | BCS HCI |
Keywords | DocType | Citations |
interacting cognitive subsystems.,change,context,task analysis,task knowledge structures,interacting,change management | Conference | 3 |
PageRank | References | Authors |
0.59 | 12 | 2 |
Name | Order | Citations | PageRank |
|---|---|---|---|
| Peter J. Wild | 1 | 66 | 7.62 |
| Robert D. Macredie | 2 | 884 | 59.67 |