Enhanced descriptions from Syndetics:

Software for complex problem solving can dazzle people with advanced features and alluring visuals, but when actually put to use it often disappoints and even frustrates users. This software rarely follows the user's own work methods, nor does it give people the degree of control and choice that they truly need.This book presents a groundbreaking approach to interaction design for complex problem solving applications. The author uses her vast field experience to present a new way of looking at the whole process, and treats complex problem solving software and web applications as a distinct class with its own set of usefulness demands and design criteria. This approach highlights integrated interactions rather than discrete actions, clearly defines what makes problem solving complex, and explores strategies for analyzing, modeling, and designing for exploratory inquiries.

Table of contents provided by Syndetics

• Preface (p. xv)
• 1. Introductory Quotations (p. xv)
• 2. What is in This Book? (p. xvii)
• 3. How is This Book Organized? (p. xx)
• 4. Who Should Read This Book? (p. xxiii)
• 5. Acknowledgements (p. xxiv)
• References (p. xxvi)
• Introduction (p. xxvii)
• 1. What is Complex Problem Solving? (p. xxix)
• 2. Designing for Usefulness in the Whole Product (p. xxxi)
• 3. Putting Usefulness in the Center of Usability and Software Engineering (p. xxxii)
• 4. Where Does Interaction Design Come in? (p. xxxiii)
• 5. How far Along are We and are Useful Applications Possible? (p. xxxiv)
• 6. Setting the Stage (p. xxxvi)
• Reference (p. xli)
• Part I Understanding the Work
• 1 What Makes Complex Problem Solving Complex? (p. 3)
• 1. Scenario: Should We Break Into a New Market Niche? (p. 6)
• 2. Describing Contexts and Conditions Shaping Complex Problem Solving (p. 14)
• 3. Identifying Dynamics and Traits of Complexity and Design Implications (p. 21)
• 4. Conclusion: Revisiting Marty and the Software Support He Needs (p. 26)
• References (p. 28)
• 2 Usefulness: Focusing on Inquiry Patterns, Task Landscapes, and Core Activities (p. 31)
• 1. Defining Usefulness (p. 33)
• 2. Focusing on complex Problem Solving at a Practical Level (p. 34)
• 3. What is the Difference Between Inquiry Patterns and Design Patterns? (p. 38)
• 4. Scenario: Analyzing the Root Causes of a Drug Overdose (p. 39)
• 5. Summarizing Patterns of Inquiry and Task Landscapes in the RCA Case (p. 49)
• 6. Focusing on Core Activities within Task Landscapes (p. 50)
• 7. Focusing on Problem Solving Objectives for Core Activities (p. 54)
• 8. Conclusion: Higher-Order Needs Versus Support Delivered (p. 61)
• References (p. 62)
• 3 Filling in the Gaps: Integrating Usefulness Into User-Centered Design (p. 65)
• 1. Understanding and Re-Thinking Assumptions (p. 68)
• 2. Gathering Data About Users and Their Work (p. 83)
• 3. Analyzing and Synthesizing Data (p. 88)
• 4. Modeling User's Work (p. 93)
• 5. Conceptualizing Designs (p. 99)
• 6. Conclusions: Putting it Together (p. 102)
• References (p. 103)
• Part II Solving Problems in Technical, Social, and Co-Emergent Systems
• 4 Keeping the System Up and Running (p. 107)
• 1. Scenario: Crisis in a Corporate Network (p. 110)
• 2. Design Team Scenario: Analyzing and Modeling Contextual Data (p. 121)
• 3. Design Team Scenario: Conceptualizing Design (p. 134)
• 4. Designing Differently: Creating Integrated and Consolidated Models (p. 142)
• 5. Designing Differently: Capturing Contextual Influences (p. 144)
• 6. Conclusions (p. 148)
• References (p. 149)
• 5 Getting IT Right (p. 151)
• 1. Prelude to a Story: Looking at Only Select Parts of the Team's Efforts (p. 153)
• 2. Introduction: Re-Grouping and Deciding How to Re-Design (p. 154)
• 3. Analyzing What Troubleshooters Do to Validate a Problem (p. 155)
• 4. Analyzing What Troubleshooters Do Validate a Problem (p. 00)
• 5. Analyzing What Troubleshooters Do to Bound and Formulate a Problem (p. 161)
• 6. Conceptualizing Designs for Saving, Commenting on and Recalling Views (p. 166)
• 7. Conceptualizing Designs for Finding an Entry Point (p. 176)
• 8. Conclusions (p. 181)
• References (p. 183)
• 6 Criteria, Constraints, and Choices: Optimizing the Mix in Merchandising (p. 185)
• 1. Solving Product Mix Problems (p. 188)
• 2. Scenario: Deciding the Best Mix of Shortening and Oils for a Western Chain (p. 188)
• 3. What Support Does Anya Need and What Does She Get? (p. 00)
• 4. Creating Models of Work That Capture Problem Solving Needs (p. 215)
• 5. Conclusions (p. 227)
• References (p. 230)