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2.1. STRATEGY OF DEVELOPMENTOrganizations, including government entities, develop expert systems because they expect these systems to have an impact on the success of the organization. The organizational strategy process may be modeled with six steps, as shown in Figure 1. This process usually involves an assessment of the state of the organization and a recognition that the organization (or some part of it) can be or must be improved. Expert systems are then developed and used as a part of the organization's strategy for changing itself. Characteristics of the organization, such as technology orientation, may impact the development of expert systems. Ultimately, the development and use of expert systems affect the state of the organization, creating a positive change, such as improved productivity. To illustrate this process, the organizational strategy process that resulted in the MAGIC system of Merced County, California, is described in Table 1. There are a few examples of measuring results of the reinvention efforts (Kellam, 1995). For example, Sunnyvale, California, measures performance to reward successful managers. A manager can receive up to a 10% bonus when his/her program exceeds its objectives for quality and productivity. The state of Oregon sets benchmarks to judge how it is doing in such areas as reducing the crime rate, improving basic student skills, etc. While few expert systems include detailed performance measurements, such measurements are vital to governments to assess whether individual expert systems in government have been or will be a success.
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