Negotiation and conflict in large scale collaboration: a preliminary field study |
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| Authors: | Yan Xiao Sara Kiesler Colin F. Mackenzie Marina Kobayashi Cheryl Plasters F. Jacob Seagull Susan Fussell |
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| Affiliation: | (1) Program in Trauma and Department of Anesthesiology, University of Maryland School of Medicine, 685 W. Baltimore Street, MSTF-534, Baltimore, MD 21201, USA;(2) Human Computer Interaction Institute, Carnegie Mellon University, Pittsburg, PA 15213-3891, USA;(3) National Study Center for Trauma & EMS, University of Maryland School of Medicine, 685 W. Baltimore Street, MSTF-534, Baltimore, MD 21201, USA;(4) Carnegie Mellon University Human Computer Interaction, Pittsburg, PA 15213-3891, USA;(5) University of Maryland School of Medicine, 685 W. Baltimore Street, MSTF-534, Baltimore, MD 21201, USA;(6) Department of Surgery, University of Maryland School of Medicine, 685 W. Baltimore Street, MSTF-534, Baltimore, MD 21201, USA |
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| Abstract: | Coordinating activities in many settings can require people to manage conflict, potential and actual. Conflict arises from resource limitations, high-stakes consequences, uncertainty, goal conflict among stakeholders and hierarchical organizational structures. To understand coordination in such systems, we conducted a field study of management of surgical operating rooms. While coordinating interdependencies, such as progress monitoring, scheduling and rescheduling, and prodding, coordinators managed a set of complicated conflicts. They did so opportunistically, to resolve and to prevent conflict. Additionally, coordinators were concerned with perceived fairness. These findings indicate that, in the design of ICT to support coordination, we should examine not only the mechanical articulation of activities and efficient prioritization of resources, but also means to support companion social processes. |
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| Keywords: | Coordination Computer supported cooperative work Conflict Healthcare |
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