Implementing a Vision : Studying Leaders’ Strategic Use of an Intranet while Exploring Ethnography within HCI

Sammanfattning: This thesis investigates an Intranet based leadership strategy. The aims are to follow, describe and analyse an Intranet based leadership strategy through a broad, dynamic and cultural perspective, and to carry out an ethnography-based research process and thereby explore the potential uses of ethnography within human-computer interaction (HCI). The empirical material is gathered from three qualitative investigations in the municipality of Stockholm. The material is interpreted and analysed through the concepts of culture, lifeworld, sensemaking, sense unmaking and trust. Some aspects of leadership are studied as well. The theoretical toolbox is framed by phenomenology and a hermeneutic writing process paired with methods of semi-structured interviews, participative observations, open unstructured questionnaires and the snapshot method. Cultural analysis of empirical results from an ethnographic fieldwork has shown that the time spent in the field can be shortened when ethnography is utilised within HCI. Furthermore, other contributions from ethnography to technology development are the possibility to point out explicit versus implicit symbolic communications and cultural pitfalls for technology developers as well as to support the transformations of cultural values and the content of steering documents into technology development. Ethnographers within HCI can promote designing for trust by exploring how intended users think about this issue. Some recommendations for organisations that aim to use the Intranet as a leadership strategy are also presented as an additional outcome of the results in the study. It is argued that it is of importance to discuss usability versus diversity; that developers of the Intranet tools investigate influential circumstances at local workplaces and that they study the impact of work routines on cultural identification in order to avoid ‘we’ and ‘they’ thinking within the organisation. Moreover, it is important to put a wider effort into the discussion of what happens when the content of a steering document meets practice. It is also questioned whether a vision is the right way to go forward, and it is suggested that it should be clarified what quality development actually means.