Citation

Xiao Y, Kiesler S, Mackenzie CF, Kobayashi M, Plasters C, Seagull FJ, Fussell S. Cogn. Technol. Work 2007; 9(3): 171-176.

Copyright

(Copyright © 2007, Holtzbrinck Springer Nature Publishing Group)

DOI

10.1007/s10111-006-0052-x

PMID

unavailable

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.

Language: en