Abstract

The planning fallacy highlights people’s propensity to underestimate project completion times leading to disastrous results. Yet this is only one out of more than a hundred cognitive biases known to affect people’s thinking processes. Beholden to these powerful biological mechanisms, practitioners must continually contend with these biases to create something greater than themselves, painting a picture of ISDs as a socially complex process of negotiation. Agile ISDMs acknowledges this social reality, and with its popularity, understanding the factors of successful human interaction is now more important than ever. Despite empathy’s central role in communication, a rigorous search of IS literature has surprisingly found no studies of it in Agile ISDMs. This paper contributes to IS research by pioneering an exploratory study on the state of empathy in Agile ISDMs, gathering data on the field towards the creation of an initial theory, setting the stage for a richer, more robust theorizing.

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