Introduction & Team Exercise

2. Strategies for Contemporary Team Leadership Day 1 Day 2 Day 3 Team Design & Development Managing Team Boundaries & Culture Team Dynamics Fuzzy Membership Introduction & Team Exercise Distributed Teams Managing Communication with Technology Conflict & Conflict Management Distributed Work Fostering a Collaborative Team Environment

3. About the Instructor • 1968-1972 BA, Math-Physics, Reed • 1972-1973 MS, Mathematics, Purdue • 1973-1976 Programmer, Wang Labs • 1976-1977 Psychology Department, Stanford • 1977-1981 PhD, Cognitive Pychology, UCSD • 1981-1983 Researcher, MRC Applied Psych Unit • 1983-1986 Software Engineer, Wang Labs • 1986-1989 Researcher, MCC • 1989-1991 Professor, Computer Science, Aarhus • 1991-1998 Professor, Information & CS, UC Irvine • 1998- Senior Researcher, Microsoft • About the Instructor • 1968-1972 BA, Math-Physics, Reed • 1972-1973 MS, Mathematics, Purdue • 1973-1976 Programmer, Wang Labs • 1976-1977 Psychology Department, Stanford • 1977-1981 PhD, Cognitive Pychology, UCSD • 1981-1983 Researcher, MRC Applied Psych Unit • 1983-1986 Software Engineer, Wang Labs • 1986-1989 Researcher, MCC • 1989-1991 Professor, Computer Science, Aarhus • 1991-1998 Professor, Information & CS, UC Irvine • 1998- Senior Researcher, Microsoft

4. About the Instructor • 1983-1986 Software Engineer, Wang Labs Working on group support applications Learning about organizational obstacles • 1986-1989 Researcher, MCC Research on group support applications Studies of organizational practices • 1989-1991 Professor, Computer Science, Aarhus Studies of organizations and design • 1991-1998 Professor, Information & CS, UC Irvine Studies of collaboration technology adoption • 1998- Senior Researcher, Microsoft Design and studies of multimedia systems More studies of technology adoption

5. Outline • Background • Key messages • Behavioral challenges for communication technology • Managerial use • Technology studies • Application sharing • Shared calendars • Instant messaging and text messaging • Weblogs • Conclusion: Trends to consider

6. Key Messages • Behavioral challenges are always underestimated • Now that managers are hands-on users, we’re really in trouble • Studies of technology adoption and use are interesting • The first new technology use cohort in 20 years is here • Virtual worlds are arriving from an unexpected direction • This is the calm before the storm

7. Technical and Behavioral Issues: Videconferencing as an Example A simple technology intervention: Adding camera, monitor,and microphone to the familiar meeting room setting

8. Effects of Simple Technology Intervention • Center of attention shifts • Person at head of table seems smaller, peripheral figures are more noticeable • Camera height makes everyone in the room less imposing • Normal lighting and networking can make people look ill, jerky • Voice rises “to be heard across room,” peripheral figures may be inaudible • People less animated when addressing a talking head on a monitor • Even one-second transmission delays can cause considerable confusion

9. Human Nature and Social Organization • Human nature does not change • Groups and teams: Have existed for millions of years • Large organizations: Have existed for several thousand years

10. Group Functions (McGrath)

11. Behavioral Challenges to Design and Use • Effort/benefit disparities • Reaching Critical Mass • The Tragedy of the Commons • The Prisoner’s Dilemma • Other social and motivational factors • Limits to informed intuition • Low-frequency events • Exception handling

12. Required Effort vs. Perceived Benefit Assuming use provides an overall benefit to the group… • Which groupmembers get the most benefit? • Which group members have to do more work? Consider a distributed group management application: • Does the interface for the manager or the interface for individual contributors get the most attention?

13. The Prisoner’s Dilemma • Management • With a lawyerWithout lawyer • Union • With a Union: 44% Union: 67%lawyer Mgmt: 36% Mgmt: 23% • Without Union: 27% Union: 56%lawyer Mgmt: 63% Mgmt: 44% Arbitration Cases (New York Times) Should unions seek legal representation? Should management?Average disputed amount won by each side (10% deducted for lawyers fees). Example: expertise-locator database in an organization

14. Technology and Social Values Human Values Issues Consequencesof inattention • privacy • trust • reciprocity • autonomy • security • democracy • accountability • responsibility • efficiency • lack of adoption • abuse Value-Sensitive Design site: www.ischool.washington.edu/vsd

15. Exception Handling and Ethnography ‘Standard procedures’ may rarely describe real practice. They may represent or enable: • An idealized goal • One path to a desired outcome • A useful tool for planning • Efficient record-keeping by noting divergences • External reassurance • Internal accountability Software that enforces ‘standard procedures’ may obstruct work

16. Outline • Background • Key messages • Behavioral challenges for communication technology • Managerial use • Technology studies • Application sharing • Shared calendars • Instant messaging and text messaging • Weblogs • Conclusion: Trends to consider

17. Distributedteams Inter-organizational

19. Parts of an Organization (Mintzberg) Strategic Apex Techno-structure Support Staff Middle Line Operating Core

20. Direct, Hands-On Technology Use • 1980’s: “Managers don’t type.” • Perin study of resistance by tech company managers • 1990’s: Managers as late adopters • CEO use rose from 21% (1989) to 76% (2002) • 2000’s: Managers as early adopters • Why the change? • New features & applications useful to managers • Graphical interfaces made learning & use easier • Use by friends, colleagues, at home helped learning • Use by professionals & kids erased secretarial stigma (1993) • Young individual contributors became middle-aged managers • Old managers disappeared

21. Direct, Hands-On Technology Use • 1980’s: “Managers don’t type.” • Perin study of resistance by tech company managers • 1990’s: Managers as late adopters • CEO use rose from 21% (1989) to 76% (2002) • 2000’s: Managers as early adopters • Implications • New process considerations for design, acquisition, deployment • New technology possibilities appear • Old technology possibilities disappear • Ways of using technology differ

22. Two Ways to Partition an Organization • Vertical • Computer Science Department, History Department, Philosophy Department, Spanish Department… • Marketing Division, Engineering Division, Human Resources Division, International Sales Division… • Horizontal • Students, Faculty, Administrators… • Individual contributors, Managers, Executives… Which sets of people in an organization interact and have a shared sense of efficient work practices?

23. Activity in Organizations Coordination Strategic Apex Information Sharing Middle Line Communication Operating Core

24. Activity in Organizations All meetings Many meetings Few meetings Strategic Apex Heavy delegation Some delegation No delegation Very political Efficacy/sensitivity tradeoff Not political Middle Line Operating Core

25. Outline • Background • Key messages • Behavioral challenges for communication technology • Managerial use • Technology studies • Application sharing • Shared calendars • Instant messaging and text messaging • Weblogs • Conclusion: Trends to consider

26. Case Study: Use of Application-Sharing

27. Conference room with remote sites Two conference rooms • Case Study: Use of Application-Sharing • Four teams using NetMeeting and conference calls • One team varied its physical configuration • Application-sharing added value • Audio-conferencing alone unsatisfactory for some meetings • Access to last minute changes, high quality images • More efficient synchronization than typing URLs • Shared reference improves efficiency of distributed teams

28. Face-to-face meeting Audio conferencing NetMeeting Number of Attendees Meeting Date • Attendance Record of One Team

29. NetMeeting Face-to-face meeting Audio conferencing Number of Sites Meeting Date • Number of Sites by Technology Phase

30. Face-to-face meeting Audio conferencing NM Bellevue Site Number of Attendees Greater Seattle (remote) Sites Oct 1998 Oct 1995 Oct 1996 Oct 1997 Dec 1998 Jun 1998 Apr 1996 Apr 1997 Apr 1998 Dec 1995 Feb 1996 Jun 1996 Dec 1996 Feb 1997 Jun 1997 Dec 1997 Feb 1998 Aug 1998 Aug 1995 Aug 1996 Aug 1997 Meeting Date • Distribution By Site

31. Satisfaction: FTF vs Distributed Meetings

32. Challenges for Distributed Meetings • Motivating adoption at remote sites • Building trust and motivation remotely • Audio quality -- consistently underestimated • Meetings delayed by struggle to get synched • Designed for dyads, not managers and groups • Difficult to visualize remote who, what, why “Are they pausing for a comma, or a period?” • Face to face yields more spontaneity, side discussions “I hear the voice, but there is a vacancy for the whole human being.” • Meeting and technology facilitators emerged in the most successful team (but not the others)

33. Case Study: Shared Calendars • 1980-1990: Rarely used • Management mandate needed? • Early 1990s: Use spreads • Study of shared calendars at Sun, MS, Boeing • Interviews with over 100 users • 2500 responses to online survey at Sun and MS • Results • Bottom-up adoption • Infrastructure, features, interface improved • Default settings overwhelmingly used • Use is heavily based on activity pattern or role

34. Calendar Use Varies With Role • Executives • Live on the road, schedule far in advance • Meeting invitations dangerous • Printing very important • Privacy very important • Managers and ‘admins’ • “Live from calendars,” reminders unnecessary • Meeting invitations very useful • Printing important • Benefits of very open sharing far outweigh privacy • Individual contributors • Live at desks, reminders popular • Meeting invitations an incentive to use • Printing unimportant • Privacy can be a concern, often unwarranted

35. NetGen: Bringing A Second CMC Revolution • New technologies • IM and text messaging • Weblogs • New Behaviors • Multi-tasking • Multimedia authoring • Search-and-browse • Parallels earlier generation that brought email and word processing • That generation embraced Web but not these

36. Email in 1984 Used mostly by students Used by everyone Access limited to friends Accessible to everyone Clients not interoperable Complete interoperability Conversations ephemeral Conversations saved Chosen for informality Became the formal option Organizational distrust:Chit-chat? ROI? Mission-critical technology IM in 2004 Used mostly by students Use spreading rapidly Access limited to friends Pressure to remove limits Clients not interoperable Pressure for interoperability Conversations ephemeral Recording is more common Chosen for informality Becoming more formal Organizational distrust:Chit-chat? ROI? Will be mission-critical! • A Tale of Two Technologies and today is evolving

37. Case Study: IM in Company and Community • Personal use correlates with productivity estimates • Distributed groups and heavy phone users love it • Managers and older users use it differently • Frequent requests: better client-side saving, firewall traversal, more reliable file- and status-sharing, easier set-up • Critical mass needed within a workgroup

38. Case Study: IM in Company and Community Findings from Puget Sound Area ethnography • Broad familiarity with technology • Choice of communication channel driven by activity pattern and peers • Students use IM at school but not on summer vacation • Adults switch to and from IM based on urgency • Blog awareness low but blogging+IMing can reduce email use • NetGen may have different stance toward privacy

39. What Is a Blog? • Frequently-updated website composed of posts in reverse-chronological order • The front page is the interesting part • Fostering discussion (on or off the blog) • Web discussion board through comments • Posts often link to other posts • Inbound links (trackback) • Authorship, audience, topics, and media vary

40. Google weblogs .com Technorati Daypop etc. Web Browser rss Aggre- gator Blog Server • How Blogs Work Robert Scoble’s “Five Pillars of Conversational Software” 2. Discoverable 1. Easy to publish Web UI Blog Server Client App 3. Reveal social patterns 5. Syndication 4. Permalinks

41. Team Leadership Definition The management of ….