Introduction Cooperative Distributed Problem-Solving (CDPS) studies how a loosely-coupled network of problem solvers can work together to solve problems that are beyond their individual capabilities. Each problem-solving node in the network is capable of sophisticated problem solving and can work independently, but the problems faced by the nodes cannot be completed without cooperation. Cooperation is necessary because no single node has sufficient expertise, resources, and information to solve a problem, and different nodes might have expertise for solving different parts of the problem. For example, if the problem is to design a house, one node might have expertise on the strength of structural materials, another on the space requirements for different types of rooms, another on plumbing, another on electrical wiring, and so on. Different nodes might have different resources: some might be very fast at computation, others might have connections that speed communication, whil

The adaptation process for new technology is not yet well understood. This study analyzes how an inter-organizational virtual team, tasked with creating a highly innovative product over a 10 month period, adapted the use of a collaborative technology and successfully achieved its challenging objectives. The study of such a virtual team is especially useful for extending our understanding of the adaptation process as virtual teamshavemoremalleable structures than typical organizational units and controlled group experiments. Data were obtained from observations of weekly virtual meetings, electronic log files, interviews, and weekly questionnaires administered to team members. We found that the team initially experienced significant misalignments among the pre-existing organizational environment, group, and technology structures. To resolve these misalignments, the team modified the organizational environment and group structures, leaving the technology structure intact. However, as the team proceeded, a series of events unfolded that caused the team to reevaluate and further modify its structures. This final set of modifications involved reverting back to the pre-existing organizational environment, while new technology and group structures emerged as different from both the pre-existing and the initial ones. A new model of the adaptation process---one that integrates these findings and those of several previous models---is proposed.

Abstract. The role of models in the design of computer systems to support interpersonal and cooperative work is examined. It is argued that the current generation of models over-emphasise determinism at the expense of interpretation in the work process. It is further argued that there are many cases in which designs pass between many different professional groups (office workers, managers, analysts, designers, programmers). Each of these groups has its own worldview and specialised language, and hence they are termed "semantic communities". When designs pass between semantic communities, something is lost and something is gained-- but the objects on which each community works are not commensurable. The distinct objects of work (office problems, analyses, designs, programs) do not map onto each other, and cannot be mutually tested using simple truelfalse criteria. This is termed a problem of "ontological drift", and arises whenever several distinct semantic communities work on the "same " system. It is suggested that the disparity so often observed between design expectations and the ways systems are actually used is therefore quite normal. Current efforts are directed at eliminating the disparity. We suggest that a more fruitful approach might be to accept that the final determination of a system rests with the users. In the long run this might give rise to different types of design principles than those used at the moment. In the short run, even the consciousness of this perspective could make significant differences to design dialogues and attitudes to "users".

Infrastructure and ethnographic practice

Abstract. Software product development is a highly collaborative activity, where teams of developers need to collaborate to produce a system. It is also a domain where systems are used to try to help the developers coordinate their work. This paper describes the results of an empirical study of the use of one such system, a configuration management tool. Specifically it describes three aspects of the support that the tool provides: the challenges of representing the work, the need to support both individuals and groups working together, and how the assumptions about software development built into the tool interact with others in the organization. The study suggests that long after the initial adoption the tool and the organization continue to interact with each other. It also opens up questions for empirical studies of the organizational context behind the tool usage. Key words: Configuration management (CM), computer-supported cooperative work (CSCW), empirical studies, articulation work, coordination mechanisms 1. In~oducfion Empirical studies of groupware technologies hold the promise of helping us to understand the reasons why systems fail in practice and some of the ways that we can make them work (Grudin, 1989; Okamura et al., 1994; Grudin and Palen,

this paper, I review the history of HCI as steps toward a science of design. My touchstone is Simon's (1969) provocative book he Sciences of the Artificial. The book pre-dates HCI, and many of its specific characterizations and claims about design are no longer authoritative (see Ehn, 1988). Nevertheless, two of Simon's themes echo through the history of HCI, and still provide guidance for charting its continuing development

In the past, most collaboration support systems have focused on either automating fixed work processes or simply supporting communication in ad-hoc processes. This results in systems that are usually inflexible and difficult to change or that provide no specific support to help users decide what to do next. This paper describes a new kind of tool that bridges the gap between these two approaches by flexibly supporting processes at many points along the spectrum: from highly specified to highly unspecified. The development of this approach was strongly based on social science theory about collaborative work. Keywords Process Specificity, Process Support System, MixedInitiative Systems, Dynamic/Improvisational Change.

A considerable body of literature has demonstrated— empirically as well as analytically—that information systems need to be situated to the local context of use. Yet for infrastructural information systems that span numerous contexts spread out globally, this is literally prohibitive. For these systems to work, it is necessary to strike a balance between sensitiveness to local contexts and a need to standardize across contexts. We analyze a key element in this, namely, spelling out the (largely invisible) “costs ” that the different actors pay to achieve working solutions. Empirically, we draw from an ongoing case study. We analyze the attempts of a maritime classi � cation company with 5500 employees located in 300 sites in 100 countries to develop an infrastructural information system to support the surveying of ships globally. We elaborate design implications and concepts relevant to developing information infrastructures that also apply to the context of developing countries.

Contemporary approaches to systems analysis ignore the importance of computing infrastructure-- the kinds of resources necessary for making computerized system workable and effective. Infrastructure includes "hard resources " such as electricity and physical space; it also includes human resources such as the skill levels of systems users and maintainer. Systems analyses which account for infrastructure can help lead to more effective recommendations. The key organizing ideas of this paper, web models, are based on almost 20 years of empirical studies of the ways that people and organizations adopt, develop and use computerized systems. It is based on an understanding of how people and organizations actually behave rather than upon a model which prescribes how they should behave. Web models draw "large " social boundaries around a focal computing resource so that the defining situation includes: the ecology of participants who influence the adoption and use of computer-based technologies, the infrastructures for supporting system development and use, and the history of local computing developments. Social action characteriwed by "natural open systems " models of organizations. Web models help explain the actual leverage of computing developments, their carrying costs,

On the Dutch workflow market a new and interesting paradigm named "case handling" is emerging. The goal of case handling is to overcome the limitations of existing workflow management systems. By using a data-driven approach combined with implicit routing and carefully avoiding context tunneling, awareness and flexibility are improved. Currently, many organizations are considering case handling systems such as FLOWer (Pallas Athena) rather than the more traditional workflow management systems. This paper provides a critical assessment of this development. The goal is to show the pro's and con's of case handling. Moreover, based on this assessment an alternative approach using slightly extended traditional workflow management systems is proposed. This approach is being pursued by the Dutch governmental agency CJIB in a project involving the workflow management system Staffware. Based on our experiences thus far, we provide guidelines for selecting the proper technology.