Using Scenarios to Envisage the Impact of CBR on Decision-Making Processes

This paper describes our experiences of using scenarios to design a `knowledge mediating' CBR system. We show how we built negotiated descriptions of decisions made by the business, how these descriptions emerged through processes of negotiation and reenement and how we envisaged ways in which work processes would be transformed by our new system. We argue that envisaging the changing context of work is a vital step in the successful integration of decision technology.