Complex problems require complex teams comprised of individuals with different backgrounds, skills and perspectives to work effectively toward their solution. Increasingly, this is being accomplished through the creation of multi-team systems (MTS) that are developed and implemented in alignment with team science-based strategies. MTS are comprised of individual teams with their own goals that are interconnected and work collaboratively toward a larger, common goal. Attitudinal (cohesion, trust, commitment), behavioral (coordination, communication, shared leadership) and cognitive (situational awareness, shared mental models) competencies support MTS effectiveness. Multisector MTS are even more complex, as team members bring aspects of their organizational culture into the MTS, and if priorities and practices are not well aligned, team function and effectiveness can suffer. Thus, for multisector MTS to work, they must begin with a foundational understanding of the component parts, that is, each organization’s culture and priorities, and how – or if – they align for the success of the collaborative.
We created a multisector MTS to develop and implement a project funded by the National Science Foundation’s (NSF’s) Scholarships in Science, Technology, Engineering and Mathematics (S-STEM) program. The project’s objectives are to: increase the number of domestic low-income academically talented students with demonstrated financial need obtaining master's degrees in supported disciplines and entering the US STEM workforce; implement and evaluate the impact of our Flexible Internship-Research-Education (FIRE) model, which integrates evidence-based strategies that provide student career and educational development support, on student success; and implement, study and disseminate an MTS model for multi -organizational collaboration toward career and educational development. The partners include four universities – three Carnegie R2 public Historically Black Colleges and Universities and one Carnegie R1 private, highly selective admissions institution – and a major government employer. Six teams comprise our MTS; with the exception of one, each team has representatives from each partner organization.
We sought to understand how each organization’s culture influenced – or might potentially influence – team interactions. The guiding research question for this study is: In what ways – positive or negative – do partner organizations’ cultures impact team members’ engagement with the project? We were interested in gauging how organizational culture, operationalized by performance values (rewarding individual performance vs. team performance), communications (transparent vs. need-to-know, clarity, frequency), conflict resolution and collaborative vs. competitive environments, manifested in their engagement with the MTS. We also explored how – or if – their organization’s priorities aligned with the overall project’s aims and what specific areas might be sources of support and/or challenges as the teams progressed.
We conducted open-ended structured interviews with eight project team members who each served on at least one of the six teams. We are completing both content and thematic analyses to understand how team members speak about their organizational influences and engagements within and among the teams. We are finding team members are adaptable; regardless of individual or organizational priorities, when challenges arise, they can re-center on the project’s aims and work collaboratively toward student success.
We expect results will illuminate factors multisector MTS teams should consider when forming collaborations.
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A "Distance Matters" Paradox: Facilitating Intra-Team Collaboration Can Harm Inter-Team Collaboration
By identifying the socio-technical conditions required for teams to work effectively remotely, the Distance Matters framework has been influential in CSCW since its introduction in 2000. Advances in collaboration technology and practices have since brought teams increasingly closer to achieving these conditions. This paper presents a ten-month ethnography in a remote organization, where we observed that despite exhibiting excellent remote collaboration, teams paradoxically struggled to collaborate across team boundaries. We extend the Distance Matters framework to account for inter-team collaboration, arguing that challenges analogous to those in the original intra-team framework --- common ground, collaboration readiness, collaboration technology readiness, and coupling of work --- persist but are actualized differently at the inter-team scale. Finally, we identify a fundamental tension between the intra- and inter-team layers: the collaboration technology and practices that help individual teams thrive (e.g., adopting customized collaboration software) can also prompt collaboration challenges in the inter-team layer, and conversely the technology and practices that facilitate inter-team collaboration (e.g., strong centralized IT organizations) can harm practices at the intra-team layer. The addition of the inter-team layer to the Distance Matters framework opens new opportunities for CSCW, where balancing the tension between team and organizational collaboration needs will be a critical technological, operational, and organizational challenge for remote work in the coming decades.
more » « less- Award ID(s):
- 1847091
- PAR ID:
- 10540537
- Publisher / Repository:
- Melissa Valentine's Publications - Stanford WTO
- Date Published:
- Journal Name:
- Proceedings of the ACM on Human-Computer Interaction
- Volume:
- 6
- Issue:
- CSCW1
- ISSN:
- 2573-0142
- Page Range / eLocation ID:
- 1 to 36
- Format(s):
- Medium: X
- Sponsoring Org:
- National Science Foundation
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- Free Publicly Accessible Full Text
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Accepted Manuscript1.0
- Journal Article:
- https://doi.org/10.1145/3512895
