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During the pre-design phase of supportive intelligent systems, interviews with future users, such as people with dementia, aim to explore the problems for which technology may present a solution. However, interviewing someone with dementia in this unstructured design phase is reported to be challenging resulting in systems that are not truly addressing the needs of the people with dementia. Existing guidelines on creating engaging interviews are often based on post-hoc reflections of researchers and participants. In this study we performed line-to-line sequential in-depth analyses on transcripts of 10 interviews conducted to co-design an interactive intelligent gaming system. Both interviewers and interviewees were subsequently asked to reflect on their experiences. Results show that information exchange with people with dementia can be supported by carefully constructed questions, well-designed probes, and an appropriate length of the interview. To create a pleasant atmosphere during the interviews, researchers should design the interview as a fulfilling experience, be prepared to respond respectfully to negative responses and be able to adapt to different signs of consent. Improving the engagement with people with dementia during interviews can enhance the design and development of intelligent systems that cater to their unique challenges and requirements.

Values are seen as important in both interorganizational networks and wicked problems. However, in both academia and practice the exact implications of these values remain unclear. In this article we examine the role of values in interorganizational networks dealing with wicked problems, by conducting a case study in a pregnancy and childbirth network. Our analysis identified both actor and network values, three value tensions among actors, and a variety of coping strategies to deal with these tensions. The findings indicate that value differentiation in networks should not be only seen as a problem, but also as an important ingredient for the achievement of network goals. Furthermore, our study revealed functional-structural and cognitive-cultural coping strategies to respond to value tensions among actors, applied by both the network administrative organization and the individual actors in the network. Lastly, we elaborate on the position and skill set of the network leader. We leverage these research results to formulate insights and recommendations for network practice.