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