Recent research has shown that financial advisory encounters can successfully be supported with IT-artifacts. Tabletop scenarios, for example, can increase the transparency of the advisory process for customers. However, we have also had the experience that the relationship quality as experienced by customers can suffer severely when IT-artifacts are introduced. Based on these experiences, we developed guidelines for both, the artifact-design itself as well as for the environment in order to avoid this effect, and implemented them in one of our prototypes. The evaluation reveals that these measures proved to be effective. With the reported study, we seek to enhance our design knowledge of IT-supported advisory scenarios with a special focus on relationship building. In a larger context, we argue that the use of IT during sensitive face-to-face encounters will be of growing significance in the future but, as yet, is hardly understood. We make a contribution in this area with our generic requirements, design principles and evaluation. ABSTRACTRecent research has shown that financial advisory encounters can successfully be supported with IT-artifacts. Tabletop scenarios, for example, can increase the transparency of the advisory process for customers. However, we have also had the experience that the relationship quality as experienced by customers can suffer severely when IT-artifacts are introduced. Based on these experiences, we developed guidelines for both, the artifactdesign itself as well as for the environment in order to avoid this effect, and implemented them in one of our prototypes. The evaluation reveals that these measures proved to be effective. With the reported study, we seek to enhance our design knowledge of IT-supported advisory scenarios with a special focus on relationship building. In a larger context, we argue that the use of IT during sensitive face-to-face encounters will be of growing significance in the future but, as yet, is hardly understood. We make a contribution in this area with our generic requirements, design principles and evaluation.
In this article, we report on design insights found during the evaluation of an innovative ITartifact to support financial service encounters. Relating to previous work in this field, we carefully designed the artifact to omit any visualization and enforcement of rigid process structures, as those had turned out to be harmful. Our main design element was a mind-map-like content hierarchy to capture the client's situation. Surprisingly, we noticed that both clients and advisors talked about every information item visible on the screen just for the sake of completeness. They also followed a sequential process apparently inferred from the content hierarchy. We call this phenomenon "coercing into completeness". This phenomenon negatively influences the conversation between client and advisor inducing shorter discussion units and sudden, incomprehensible topic shifts. This article contributes an exploration of this phenomenon and its effects on the collaborative setting. ABSTRACTIn this article, we report on design insights found during the evaluation of an innovative IT-artifact to support financial service encounters. Relating to previous work in this field, we carefully designed the artifact to omit any visualization and enforcement of rigid process structures, as those had turned out to be harmful. Our main design element was a mind-map-like content hierarchy to capture the client's situation. Surprisingly, we noticed that both clients and advisors talked about every information item visible on the screen just for the sake of completeness. They also followed a sequential process apparently inferred from the content hierarchy. We call this phenomenon "coercing into completeness". This phenomenon negatively influences the conversation between client and advisor inducing shorter discussion units and sudden, incomprehensible topic shifts. This article contributes an exploration of this phenomenon and its effects on the collaborative setting.
Client data is key to provide personalized services and products. Therefore
Advisory services are a highly sensitive form of collaboration: they rely on a clear distribution of roles between human participants who act according to an implicit set of practices and scripts. As such, they do not offer a specific role to a virtual assistant. At the same time, the technological improvements make the promise that institutional settings may be soon complemented with technology that allows for asking questions using natural speech, understands the context, and provides answers based on online processing of data. This article explores challenges and potentials of virtual assistants in advisory services while analyzing data from interviews and a workshop with clients and advisors from financial advisory services. It links the insights from the field with the institutional talk perspective. The findings unveil, that the concerns and hopes of potential users relate to their position and an implicit understanding of what an advisory service is about. This calls for careful and attentive design approach towards virtual assistants in advisory services.
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