View
213
Download
0
Category
Preview:
Citation preview
11
Coordination
33
The Problem
• What do groups do and how might they work together in more efficient manners?
• What is the role of dependencies between tasks of different group members and the way the group coordinates work?
44
Shortcomings of Previous Work
• Describe the dependencies and process only in general terms
• Not enough detail about:• differences between dependencies• the problems dependencies create• how the proposed coordination processes
address those problems
55
Coordination Theory
• Three contributions:• Defines coordination• Provides a modeling framework• Proposes an initial topology of dependencies and
coordination mechanisms
66
What is Coordination?
• Coordination: (Successful) management of dependencies between activities
• Goals of paper• Framework for analyzing coordination in
terms of actors performing interdependent tasks
• A taxonomy of types of coordination & coordination mechanisms
• Illustrate the claim that these categories of coordination are general across domains
77
Dependencies btw multiple tasks & resources
88
Summary of dependencies & coordination mechanisms
Task uses resource• 1. Determine needs• 2. Identify resources
• ads
• prepared list
• only one resource
• 3. Collect information on resources• by bidding
• manager knows
• 4. Pick best• 5. Do assignment
• mark resource in use
• 6. Manage flow dependencies from acquiring resource to using resource
99
Continued
Task requires multiple resources simultaneously1 Pre-assign resources to simplify coordination problem
2. Manage dependency on the fly• avoid or detect and resolve deadlock
• detect and resolve starvation
1010
• Assigning employee a task
• Buying a product
Equivalence of coordination mechanisms
1111
Examples of common dependencies btw activities & alternative coordination mechanisms
1212
Proposed topology (mapping dependencies to mechanisms)
1313
Restaurant Example (agents, tasks, dependencies)
1414
Restaurant Example (resources)
1515
Deep Structure of Hiring
1616
Decomposing Hiring
1717
Coordination Generator for Hiring
1818
Collective Intelligence Genome
• Application to crowdsourcing
Malone, T. W., Laubacher, R., & Dellarocas, C.,. (2010). The Collective Intelligence Genome. Sloan Management Review, 5(3), 21-31.
1919
Who & Why
2020
How
2121
Recombination
2222
Examples of common dependencies btw activities & alternative coordination mechanisms
2323
How do you evaluate this work?
• Is this an accurate description of coordination?
• Is it predictive – e.g., predicting when coordination mechanisms are used or when they are effective
• Is it practical – e.g., can we guide managers to assign tasks or developers who build coordination tools about how to behave differently?
2828
Comparison to Agile Programming Environments
2929
Solvent: Mturkers to condense text
• Decompose writing task• Identify candidates for condensation or rewording• Reward• Verify
3030
Solvent: Find/Fix/Verify Model
3131
Value of HCII Ethnography
• Readings• Health & Luff: Collaboration and control … in London
Underground Line Control Rooms (536 cites)
• Questions• What do these qualitative studies tell us about coordination
that differs from Malone Hinds• How much of the value of social empirical research derives
from impacts for design/engineering
3232
Health & Luff: Collaboration and control
• Questions• What have we learned new about coordination
here?• How does what H&L describe differ from the benefits of
co-location for grounding?• Can the coordination mechanisms described here map
to the Malone/Crowston or Cataldo?
3333
Interesting findings
• X’s work activity triggered by Y’s public actions• DIA: Hello and good afternoon Ladies an Gentlemen. Bakerloo Line Information.
• DIA: We have a slight gap in our Southbound Bakerloo Line service towards the Elephant an Castle.. Your next south bound train, should depart from this station in about another three minutes.
• DIA: The next south bound train, should depart from this station in about another three minutes.
• . . . a related announcement follows a couple of minutes later...
• Enabled by collocation & intentional awareness
3434
Requirement to make the private visible
• Y recognizes this dependencemakes private thought & actions public
• C: It's ten seventeen to ( ) hhhhhhh• (4.3)• C: Right (.) that's that one done.• C: hhh hhh (.) hhh• C: Two O Six (.) Forty Six• (0.7)• C: Two Two Five• 9 .. the D1A begins to tap on his chair and he and the trainee begin a
separate conversation. As• they begin to talk C ceases talking out loud...
3535
Shared Context: Cramton, Mutual Knowledge Problem
• Members confronted by different contexts & pressures
• Members in different organizations different value systems
• Members in different nations different calendars and deadlines
• Members in different units different workloads
• Remote members don’t recognize contextual constraints on behavior attribute problems to personal instead of situational causes• E.g., Absence attributed to unresponsiveness or laziness,
instead of competing demands or holiday.
3636
Specific problems
Recommended