skip to main content
US FlagAn official website of the United States government
dot gov icon
Official websites use .gov
A .gov website belongs to an official government organization in the United States.
https lock icon
Secure .gov websites use HTTPS
A lock ( lock ) or https:// means you've safely connected to the .gov website. Share sensitive information only on official, secure websites.

Explore Research Products in the PAR
It may take a few hours for recently added research products to appear in PAR search results.


Title: Sleep Patterns and Sleep Alignment in Remote Teams during COVID-19
Working remotely from home during the COVID-19 pandemic has resulted in significant shifts and disruptions in the personal and work lives of millions of information workers and their teams. We examined how sleep patterns---an important component of mental and physical health---relates to teamwork. We used wearable sensing and daily questionnaires to examine sleep patterns, affect, and perceptions of teamwork in 71 information workers from 22 teams over a ten-week period. Participants reported delays in sleep onset and offset as well as longer sleep duration during the pandemic. A similar shift was found in work schedules, though total work hours did not change significantly. Surprisingly, we found that more sleep was negatively related to positive affect, perceptions of teamwork, and perceptions of team productivity. However, a greater misalignment in the sleep patterns of members in a team predicted positive affect and teamwork after accounting for individual differences in sleep preferences. A follow-up analysis of exit interviews with participants revealed team-working conventions and collaborative mindsets as prominent themes that might help explain some of the ways that misalignment in sleep can affect teamwork. We discuss implications of sleep and sleep misalignment in work-from-home contexts with an eye towards leveraging sleep data to facilitate remote teamwork.  more » « less
Award ID(s):
1928612
PAR ID:
10473181
Author(s) / Creator(s):
; ; ; ; ; ;
Publisher / Repository:
IEEE
Date Published:
Journal Name:
Proceedings of the ACM on Human-Computer Interaction: Computer Supported Collaborative Work
Volume:
6
Issue:
CSCW2
ISSN:
2573-0142
Page Range / eLocation ID:
1 to 31
Format(s):
Medium: X
Sponsoring Org:
National Science Foundation
More Like this
  1. ; ; ; ; ; ; (, Proceedings of the ACM on Human-Computer Interaction: Computer Supported Collaborative Work)
    Much emphasis has been placed on how the affordances and layouts of an office setting can influence co-worker interactions and perceived team outcomes. Little is known, however, whether perceptions of teamwork and team conflict are affected when the location of work changes from the office to the home. To address this gap, we present findings from a ten-week,in situ study of 91 information workers from 27 US-based teams. We compare three distinct work locations---private and shared workspaces at home as well at the office---and explore how each location may impact individual perceptions of teamwork. While there was no significant association with participants' perceptions of teamwork, results revealed associations of work location with team conflict: participants who worked in a private room at home reported significantly lower team conflict compared to those working in the office. No difference was found for the office and the shared workspace. We further found that the influence of work location on team conflict interacted with job decision latitude and the level of task interdependence among co-workers. We discuss practical implications for full-time work from home (WFH) on teams. Our study adds an important environmental dimension to the literature on remote teaming, which in turn may help organizations as they consider, prepare, or implement more permanent WFH and/or hybrid work policies in the future. 
    more » « less
  2. ; ; ; ; ; (, Proceedings of the ACM on Human-Computer Interaction)
    During the COVID-19 pandemic, millions of previously co-located information workers had to work from home, a trend expected to become much more commonplace in the future. We interviewed 53 information workers from 17 U.S. teams to understand how this unique extended work-from-home setting influenced teamwork and how they adapted to it. Using a grounded theory approach, we discovered that extended remote work highlighted diversity in team members' home-lives and daily work rhythms. Whereas these types of diversity played only marginal roles for teams in the co-located office, they had a more tangible impact in the work-from-home setting, from coordination delays and interruptions to conflicts related to workload fairness, miscommunication, and trust. Importantly, workers reported that their teams adapted to these challenges by setting explicit norms and standards for online communication and asynchronous collaboration and by promoting general social and situational awareness. We discuss computer-supported designs to help teams manage these latent diversities in an extended remote teamwork setting. 
    more » « less
  3. ; ; (, WebSci '22: 14th ACM Web Science Conference 2022)
    Synchronous, face-to-face interactions such as brainstorming are considered essential for creative tasks (the old normal). However, face-to-face interactions are difficult to arrange because of the diverse locations and conflicting availability of people—a challenge made more prominent by work-from-home practices during the COVID-19 pandemic (the new normal). In addition, face-to-face interactions are susceptible to cognitive interference. We employ crowdsourcing as an avenue to investigate creativity in asynchronous, online interactions. We choose product ideation,a natural task for the crowd since it requires human insight and creativity into what product features would be novel and useful. We compare the performance of solo crowd workers with asynchronous teams of crowd workers formed without prior coordination. Our findings suggest that, first, crowd teamwork yields fewer but more creative ideas than solo crowdwork. The enhanced team creativity results when (1) team workers reflect on each other’s ideas, and (2) teams are composed of workers of reflective, as opposed to active or mixed, personality types. Second, cognitive interference, known to inhibit creativity in face-to-face teams, may not be significant in crowd teams. Third, teamwork promotes better achievement emotions for crowd workers. These findings provide a basis for trading off creativity, quantity, and worker happiness in setting up crowdsourcing workflows for product ideation. 
    more » « less
  4. ; ; (, European Journal of Engineering Education)
    Manufacturing engineers work in teams with a wide range of skills and credentials. Teamwork and collaborative problem solving (CPS) skills enable higher productivity and efficiency. However, these skills are largely absent from engineering education curricula and research in contexts involving multi-educational teams inclusive of technical college engineering students. We address this gap in research and practice through a qualitative case study exploring the contributions, experiences, and perspectives of technical college students working in multi-educational level teams to solve real-world engineering manufacturing problems. Data analyses resulted in six themes: (1) positive team culture, (2) valuing industry skills, (3) sharing responsibilities to iteratively make changes, (4) applying technical roles, (5) peer interactions, and (6) career preparation. Technical college students’ perceptions of challenges and successes are also discussed. Results imply that to effectively promote CPS and teamwork in similar contexts educators and industry leaders should consider the importance of (1) valuing students’/workers’ current professional identities while promoting productive conflict, (2) respecting differing team roles while encouraging skill development, and (3) fostering future career skills. 
    more » « less
  5. ; ; ; ; (, Service Science)
    Emerging on-demand service platforms (OSPs) have recently embraced teamwork as a strategy for stimulating workers’ productivity and mediating temporal supply and demand imbalances. This research investigates the team contest scheme design problem considering work schedules. Introducing teams on OSPs creates a hierarchical single-leader multi-follower game. The leader (platform) establishes rewards and intrateam revenue-sharing rules for distributing workers’ payoffs. Each follower (team) competes with others by coordinating the schedules of its team members to maximize the total expected utility. The concurrence of interteam competition and intrateam coordination causes dual effects, which are captured by an equilibrium analysis of the followers’ game. To align the platform’s interest with workers’ heterogeneous working-time preferences, we propose a profit-maximizing contest scheme consisting of a winner’s reward and time-varying payments. A novel algorithm that combines Bayesian optimization, duality, and a penalty method solves the optimal scheme in the nonconvex equilibrium-constrained problem. Our results indicate that teamwork is a useful strategy with limitations. Under the proposed scheme, team contest always benefits workers. Intrateam coordination helps teams strategically mitigate the negative externalities caused by overcompetition among workers. For the platform, the optimal scheme can direct teams’ schedules toward more profitable market equilibria when workers have inaccurate perceptions of the market. History: This paper has been accepted for the Service Science Special Issue on Innovation in Transportation-Enabled Urban Services. Funding: This work was supported by the National Science Foundation [Grant FW-HTF-P 2222806]. Supplemental Material: The online appendices are available at https://doi.org/10.1287/serv.2023.0320 . 
    more » « less
  • Citation Formats
  • MLA
  • APA
  • Chicago
  • BibTeX
  • Save / Share this Record
  • Send to Email