Evaluating creative practice in information systems strategy formation: the application of Alexandrian patterns

The authors propose the use of the Alexandrian pattern formalism in order to encapsulate creative aspects of information systems strategy formation. We use a case study from a UK police force from which to derive two patterns that demonstrate salient creative practice in action at a micro-political level. The first deals with the dilemma of having to introduce formal systems and procedures in order to placate external or more senior interests. In reality, however, these are seldom followed during periods of excessive change. The other pattern is concerned with the composition of a team involved in IS strategy formation. In seeking to better understand creativity and innovation, the use of patterns encourages groups to confront the paradoxes and ambiguities of interaction and the consequences of action. As such, we contend that they provide a basis for reflection and for improving subsequent courses of action.