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Objective: To determine work activity patterns undertaken by ED consultants. Methods: A single observer time‐motion study of consultants rostered to clinical shifts: primarily administrative (Duty) or clinical (Resuscitation). Direct observation of 130 h was undertaken using purpose developed time‐stamping software. Primary outcome was task number and time spent in predetermined categories of activity. Comparisons occurred by role delineation, sex, weekday and time of day. Results: For each observed hour consultants performed 101 discrete tasks. A high proportion was spent multitasking; 77 min of overlapping activity in each hour of observation. Consultants spent 42% of each hour on communication, 35% on direct clinical care and 24% on computer use; only 9% was spent on non‐clinical tasks. Consultants spent little time (0.6%) accessing e‐resources. Duty consultants undertook more tasks than Resuscitation consultants, 111 versus 90, and more time was spent on communication (47% vs 35%) and computer use (32% vs 15%) with less on clinical care (29% vs 43%). Female consultants undertook 119 tasks per hour compared with 93 for male consultants; more time was spent on communication (51% vs 38%) and computer use (28% vs 22%). No difference in activity occurred by time of day or weekday. Conclusion: ED consultants have very high hourly task rates dominated by communication and clinical activities and frequently multitask. The activity is relatively constant throughout the week but is influenced by sex and role delineation. Appreciation of activity distribution might allow informed interventions to realign the workload or divert tasks to supporting resources.

We argue that the traditional approach to information system design, which has become crystallised in widely promulgated Information Engineering Methodologies, is informed by a particular theory of human goal-directed action which emphasises mental representation and deliberation. This theory of action has recently been criticised for its inability to explain the fluid, unreflective, real-time action characteristic of skilled routine activity. An alternative theory stressing action as a direct response to situations in structured environments has emerged. This paper reports our attempts to theorise an alternative 'situated information systems' conception, and to embody it in an analysis and design methodology based explicitly on this situational theory of action. A methodology based on an authentic theory of routine action is likely to produce systems that are more effective in organisational settings where work is complex but largely routine.

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PurposeThe purpose of this paper is to compare and contrast a customer‐focused service process diagram tool (blueprinting) with an organizational‐focused process diagram tool (business process modeling notation, or BPMN).Design/methodology/approachUsing a hotel stay as an example, the paper presents both a service blueprint and a BPMN diagram. The authors then explicitly discuss the similarities, differences resulting from an ontological comparison of service blueprints and BPMN, and show where the two tools can be complementary.FindingsThe authors have found that one similarity is that service blueprinting segments processes into parts that are similar to BPMN's idea of swimlanes. However, the swimlanes in service blueprinting separate customer actions, customer‐facing employees’ actions and functions, and back‐stage functions, actors, and information systems, thereby effectively mandating certain swimlanes for the purpose of analyzing points of contact between the firm and a customer. Another similarity is that service blueprinting deliberately differentiates between different functional areas and roles within each area to highlight, and IT systems. But it does this to make clear where actions move across organizational boundaries to avoid damaging service support, and also to explain to back‐office staff their role in supporting on‐stage customer interactions. Unlike BPMN, service blueprinting has physical evidence as front‐stage indicators to customers of service quality and to constrain customer actions by carefully designing the servicescape.Research limitations/implicationsA limitation is that the paper only uses one example (a hotel stay).Practical implicationsThe comparison provides service managers with guidance as to how to use the two tools interactively.Originality/valueFirms, to represent business processes, are using BPMN in increasing numbers. Knowing how BPMN supports and undermines service blueprinting is important, because service to customers is the ultimate goal for all firms. Therefore, representing service processes requires the parts of service blueprints to be supported in BPMN. Business process outsourcing adds further urgency for the need to adequately represent the parts of service processes in BPMN.