Collaboration
Chapter Supporting 13
Information Systems Management in Practice 8th Edition
2009 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 13
Introduction
Teams: The Basis of Organization
Understanding
Groups
Groups in Organizations Types of Groups Communities of Practice Network Armies
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Chapter 13 cont'd
Systems
to Support Colloboration
Supporting "Same Time/Same Place" Collaboration Supporting "Same Time/Same Place" Presentations and Discussions Supporting "Different Place" Collaboration
Managing
IT-Enabled Workflows Supporting Negotiation
The Wisdom of Difference Negotiation Support Systems
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Chapter 13 cont'd
Managing
Crises and Emergency Response
Crises: Perception and Cognition Technology and Infrastructure for Organization Readiness
Supporting
Collaboration in Virtual Organizations
Motivating a Virtual Workforce Governing Virtual Organizations
Conclusion
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Introduction
Company
of the future could be a collection of online communities
Some are internal and others reach outside organizational boundaries
Main
job of managers is to foster these communities and the collaboration they engender CIO's job is to provide the technology to support online communities and collaboration
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Teams: The Basis of Organizations
Organizations
becoming information-based and thus flatter
Knowledge (information) specialists Task-focused teams Akin to hospital organizational structure
Ad hoc team of different area specialists to address patient condition and diagnosis
Salience
of groupware in organizations
Paradox: people spend 60 to 80 percent of time working with others but are most productive alone
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Understanding Groups
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Characteristics of Groups in Organizations
Membership
Open versus closed Loosely coupled versus tightly knit Part of chain of command Co-located versus dispersed Ephemeral versus ongoing
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Interactions
Hierarchy
Location
Time
Types of Groups
IT-enabled collaboration support for different types of groups
Authority groups
Formal authority Hierarchy Members participate in same work activity Closed membership Tight to loose coupling and hierarchy Accomplish goal within a specific time frame Closed membership Tight coupling and hierarchy
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Intradepartmental groups
Project teams
Types of Groups cont'd
Interdepartmental work groups Workflow across departments Closed membership Tight coupling and no hierarchy Committees and task forces Ad hoc formation to address issue Membership not too closed Interaction not as tightly coupled Business relationship groups Establish relationships with customers, suppliers, partners Open membership Loosely coupled and no hierarchy
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Types of Groups cont'd
Peer groups
Members meet to exchange ideas Independent member activities Membership can range Loosely coupled and no hierarchy Socialization and information exchange All forms of Internet-based social networks
Networks
Electronic groups
Chat rooms, virtual communities, forums, listserv
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Types of Groups cont'd
Communities of practice (Etienne Wenger)
Groups of people who come together based on common identities or shared ways of doing things
Silicon Valley technical networks Can arise within enterprise
Network armies (Massive Voluntary Collaboration)
Widely dispersed groups of people form to further a cause
Open source software Wiki Political parties
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Daimler Chrysler
Case Example: Communities of Practice Reorganized into M-form "car platform" structure (minivan, truck, small car, Jeep) to compete
Reduced product development cycle and encouraged employees to communicate across platforms Cross-platform groups evolved into informal Tech CoPs known as Tech Clubs Supported and sanctioned by top management Tech Clubs developed area expertise Revived "Engineering Books of Knowledge" Technical debates and discussions, which inadvertently built sense of community
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Supporting Collaboration
Three
nurturing acts to garner benefits from CoPs in organizations
Identifying potential CoPs
Hiring CoP consultants to help develop possibilities Establishing legitimacy ad providing resources
Providing a CoP infrastructure
Budget, incentives (for participation), executive sponsorship
Measuring CoPs
Collecting anecdotes (success stories) systematically to paint a picture of kinds of specific contributions
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The Open Source Movement
Case Example: Network armies Members of open source software (OSS) movement are volunteers
Shared culture ("religion") of developers who love to code and push the envelope of what is possible (software development, enhancement and management) Massive flat structure 4 "influencers" (including Linus Torvalds) 6-8 distributors, 200 project leaders, 750,000 volunteer developers
Linux example
OSS movement is a force to be reckoned with
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Systems to support collaboration
Group
activities categorically a dichotomy of communication and interaction and decision making and problem solving Group decision support systems
Increases efficiency and effectiveness of people working together to reach conclusion, decision or consensus A "time-place" framework for categorizing the work of groups
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Group Decision Support
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"Same Time / Same Place" IT Support
Collaboration
Supporting meetings using IT
Eliminating some meetings
Asynchronous communication (e.g. email) Exchanging online documents beforehand
Permitting better preparation
Presentations
and discussions
Enrich participation and learning
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Texas Instruments
Case Example: Same time/same place collaboration "Decision room" with 24 networked workstations
Annual three-day strategic planning meeting led by a facilitator Executives participate by typing comments on workstations "Electronic brainstorming" sessions
Issue analyzer to organize ideas Voting tool to rank ideas Topic commenter to comments attach to existing ideas Policy formation software to study alternatives
Participants reported that Group DSS increased involvement (efficiency) and made planning more effective
Anonymity (more questions and suggestions put forth) Education (broader perception of company than before)
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HICSS
Case Example: Same time/same place presentations and discussions
Over a two-year experiential study at this conference, the researchers found that GSSsupported sessions elicited more participation in discussions (online) and to a higher degree than regular sessions did
Participants reported that The typing did not distract them There was no online "flaming" Online transcripts were useful Positive value was received from the sessions
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Supporting Different Place Collaboration
Supporting dispersed groups Development of virtual teams (teleological and ephemeral)
Same time/same place Team meets face-to-face initially to develop basic plan and objectives Different time/different place Team members do data gathering and analysis separately and communicate by email (asynchronous) Same time/different place Audio or video conferencing to discuss developments and progress towards goals
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Boeing-Rocketdyne
Case Example: Supporting different place collaboration
Virtual team of engineers formed to build "impossible" rocket engine
Engineers from three locations conducted project online over 10 months
IP sharing, "rules of engagement", evolving project focus
Online meetings (89); Internet Notebook (650 design critiques)
Project a success
Close cooperation maintained throughout; core creative requirements met; focus of efforts evolved over project lifetime
Group support technology played an important role in suiting needs of virtual team
Anywhere access to entries on Notebook whiteboard (think blogs)
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Boeing-Rocketdyne cont'd
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Boeing-Rocketdyne cont'd
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Boeing-Rocketdyne cont'd
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Managing IT-Enabled Workflow
Workflow
deals with automation of business processes
Enhance efficiency of transaction-oriented and mission critical tasks
procedural route optimization, load balancing
Coordination and communication (Winograd and Flores)
Different workflow modeling techniques
Workflow loop ("customer" and "performer")
Workflow management systems (WfMS) provide a mechanism for planning and controlling how teams work
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Supporting Negotiation
Negotiation--both a cooperative and dialectic process
Rounds of discussion and fine-tuning to arrive at negotiated outcome ("non-zero-sum game")
Negotiation support systems help reduce discord and increase chance of consensus
Interactive information elicitation, process transparency and structured User-friendly interfaces, structured modeling representation Software agents Useful in intense data processing and time pressure situations
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Managing Crises and Emergency Response
A crisis (natural or man-made) is an event that has either occurred or is impending Crisis management has high human demands
Perception
Value of possible loss (high importance) Probability of loss (high uncertainty) Time pressure (immediacy) Reduced attention span across time and space Loss of memory and abstract ability Diminished tolerance for ambiguity Deterioration of verbal performance and visual motor coordination Regression to simpler and more primitive mode of response Increased stress leading to random behavior and rate of error
Cognition (effects on)
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Managing Crises and Emergency Response cont'd
Technology and infrastructure for organ...