Social Psychology of Organizations

Статья посвящена вопросам влияния власти на поведение человека. Авторы рассматривают данные различных источников, в которых увеличение власти связывается с напористостью, а ее уменьшение - с подавленностью. Конкретно, власть ассоциируется с: а) позитивным аффектом; б) вниманием к вознаграждению и к свойствам других, удовлетворяющим личные цели; в) автоматической переработкой информации и резкими суждениями; г) расторможенным социальным поведением. Уменьшение власти, напротив, ассоциируется с: а) негативным аффектом; б) вниманием к угрозам и наказаниям, к интересам других и к тем характеристикам я, которые отвечают целям других; в) контролируемой переработкой информации и совещательным типом рассуждений; г) подавленным социальным поведением. Обсуждаются также последствия этих паттернов поведения, связанных с властью, и потенциальные модераторы.

Power, approach, and inhibition. Власть, напористость и подавленность

Behavioral intervention technologies: Evidence review and recommendations for future research in mental health.

The widespread implementation of algorithmic technologies in organizations prompts questions about how algorithms may reshape organizational control. We use Edwards’ (1979) perspective of “conteste...

Algorithms at Work: The New Contested Terrain of Control

In this paper we provide a critical analysis of persuasive sustainability research from 2009-2011. Drawing on critical sociological theory of modernism, we argue that persuasion is based on a limited framing of sustainability, human behavior, and their interrelationship. This makes supporting sustainability easier, but leads to characteristic patterns of breakdown. We then detail problems that emerge from this narrowing of vision, such as how the framing of sustainability as the optimization of a simple metrics places technologies incorrectly as objective arbiters over complex issues of sustainability. We conclude by suggesting alternative approaches to move beyond these problems.

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Sustainably unpersuaded: how persuasion narrows our vision of sustainability

We introduce flash teams, a framework for dynamically assembling and managing paid experts from the crowd. Flash teams advance a vision of expert crowd work that accomplishes complex, interdependent goals such as engineering and design. These teams consist of sequences of linked modular tasks and handoffs that can be computationally managed. Interactive systems reason about and manipulate these teams' structures: for example, flash teams can be recombined to form larger organizations and authored automatically in response to a user's request. Flash teams can also hire more people elastically in reaction to task needs, and pipeline intermediate output to accelerate completion times. To enable flash teams, we present Foundry, an end-user authoring platform and runtime manager. Foundry allows users to author modular tasks, then manages teams through handoffs of intermediate work. We demonstrate that Foundry and flash teams enable crowdsourcing of a broad class of goals including design prototyping, course development, and film animation, in half the work time of traditional self-managed teams.

https://hci.stanford.edu/publications/2014/flashteams/flashteams-uist2014.pdf

Expert crowdsourcing with flash teams

This paper introduces flash organizations: crowds structured like organizations to achieve complex and open-ended goals. Microtask workflows, the dominant crowdsourcing structures today, only enable goals that are so simple and modular that their path can be entirely pre-defined. We present a system that organizes crowd workers into computationally-represented structures inspired by those used in organizations - roles, teams, and hierarchies - which support emergent and adaptive coordination toward open-ended goals. Our system introduces two technical contributions: 1) encoding the crowd's division of labor into de-individualized roles, much as movie crews or disaster response teams use roles to support coordination between on-demand workers who have not worked together before; and 2) reconfiguring these structures through a model inspired by version control, enabling continuous adaptation of the work and the division of labor. We report a deployment in which flash organizations successfully carried out open-ended and complex goals previously out of reach for crowdsourcing, including product design, software development, and game production. This research demonstrates digitally networked organizations that flexibly assemble and reassemble themselves from a globally distributed online workforce to accomplish complex work.

https://dl.acm.org/doi/pdf/10.1145/3025453.3025811

Flash Organizations: Crowdsourcing Complex Work by Structuring Crowds As Organizations

It's never been more important to teach youth the importance of healthy eating habits. Time to Eat, a mobile-phone-based game, motivates children to practice healthy eating habits by letting them care for a virtual pet. Players send the pet photos of the food they consume throughout the day; the food's healthiness determines the game's outcome. An examination of the game's design provides insight into the potential of deploying health games on mobile phones.

It's Time to Eat! Using Mobile Games to Promote Healthy Eating

Most mobile technology systems designed to encourage healthy decisions focus on prescriptive persuasion, telling the user either implicitly or explicitly what to do, as the primary means of improving health. However, other technically and socially viable options exist. Drawing on both relevant social theory and previous CSCW research, this paper suggests that open-ended social awareness, making users aware of both others' and their own decisions, may also serve as an effective central design principle for mobile health. To explore this approach, this paper presents analysis of qualitative data from two studies of such a system. Results suggest that open-endedness allowed users flexibility and freedom in defining what counts as health, and that the social aspects compounded both the positive and the occasionally negative impacts of this openness. The paper concludes with implications for the design and evaluation of research on mobile health technology, as well as suggestions for how future work can further explore the design space of mobile health beyond prescriptive persuasion.

Prescriptive persuasion and open-ended social awareness: expanding the design space of mobile health

The dominant crowdsourcing infrastructure today is the workflow, which decomposes goals into small independent tasks. However, complex goals such as design and engineering have remained stubbornly difficult to achieve with crowdsourcing workflows. Is this due to a lack of imagination, or a more fundamental limit? This paper explores this question through in-depth case studies of 22 workers across six workflow-based crowd teams, each pursuing a complex and interdependent web development goal. We used an inductive mixed method approach to analyze behavior trace data, chat logs, survey responses and work artifacts to understand how workers enacted and adapted the crowdsourcing workflows. Our results indicate that workflows served as useful coordination artifacts, but in many cases critically inhibited crowd workers from pursuing real-time adaptations to their work plans. However, the CSCW and organizational behavior literature argues that all sufficiently complex goals require open-ended adaptation. If complex work requires adaptation but traditional static crowdsourcing workflows can't support it, our results suggest that complex work may remain a fundamental limitation of workflow-based crowdsourcing infrastructures.

https://dl.acm.org/doi/pdf/10.1145/3134724

Daniela Retelny

Papers

Expert crowdsourcing with flash teams

Flash Organizations: Crowdsourcing Complex Work by Structuring Crowds As Organizations

It's Time to Eat! Using Mobile Games to Promote Healthy Eating

Prescriptive persuasion and open-ended social awareness: expanding the design space of mobile health

No Workflow Can Ever Be Enough: How Crowdsourcing Workflows Constrain Complex Work