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Social media systems are as varied as they are pervasive. They have been almost universally adopted for a broad range of purposes including work, entertainment, activism, and decision making. As a result, they have also diversified, with many distinct designs differing in content type, organization, delivery mechanism, access control, and many other dimensions. In this work, we aim to characterize and then distill a concise design space of social media systems that can help us understand similarities and differences, recognize potential consequences of design choice, and identify spaces for innovation. Our model, which we call Form-From, characterizes social media based on (1) the form of the content, either threaded or flat, and (2) from where or from whom one might receive content, ranging from spaces to networks to the commons. We derive Form-From inductively from a larger set of 62 dimensions organized into 10 categories. To demonstrate the utility of our model, we trace the history of social media systems as they traverse the Form-From space over time, and we identify common design patterns within cells of the model.

 

Regardless of how much data artificial intelligence agents have available, agents will inevitably encounter previously unseen situations in real-world deployments. Reacting to novel situations by acquiring new information from other people—socially situated learning—is a core faculty of human development. Unfortunately, socially situated learning remains an open challenge for artificial intelligence agents because they must learn how to interact with people to seek out the information that they lack. In this article, we formalize the task of socially situated artificial intelligence—agents that seek out new information through social interactions with people—as a reinforcement learning problem where the agent learns to identify meaningful and informative questions via rewards observed through social interaction. We manifest our framework as an interactive agent that learns how to ask natural language questions about photos as it broadens its visual intelligence on a large photo-sharing social network. Unlike active-learning methods, which implicitly assume that humans are oracles willing to answer any question, our agent adapts its behavior based on observed norms of which questions people are or are not interested to answer. Through an 8-mo deployment where our agent interacted with 236,000 social media users, our agent improved its performance at recognizing new visual information by 112%. A controlled field experiment confirmed that our agent outperformed an active-learning baseline by 25.6%. This work advances opportunities for continuously improving artificial intelligence (AI) agents that better respect norms in open social environments. 

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.

 

Researchers in areas as diverse as computer science and political science must increasingly navigate the possible risks of their research to society. However, the history of medical experiments on vulnerable individuals influenced many research ethics reviews to focus exclusively on risks to human subjects rather than risks to human society. We describe an Ethics and Society Review board (ESR), which fills this moral gap by facilitating ethical and societal reflection as a requirement to access grant funding: Researchers cannot receive grant funding from participating pro-grams until the researchers complete the ESR process for their proposal. Researchers author an initial statement describing their proposed research’s risks to society, subgroups within society, and globally and commit to mitigation strategies for these risks. An interdisciplinary faculty panel iterates with the researchers to refine these risks and mitigation strategies. We describe a mixed-method evaluation of the ESR over 1 y, in partnership with an artificial intelligence grant program run by Stanford HAI. Surveys and interviews of researchers who interacted with the ESR found100% (95% CI: 87 to 100%) were willing to continue submitting future projects to the ESR, and 58% (95% CI: 37 to 77%) felt that it had influenced the design of their research project. The ESR panel most commonly identified issues of harms to minority groups, inclusion of diverse stakeholders in the research plan, dual use, and representation in datasets. These principles, paired with possible mitigation strategies, offer scaffolding for future research designs. 

Team structures---roles, norms, and interaction patterns---define how teams work. HCI researchers have theorized ideal team structures and built systems nudging teams towards them, such as those increasing turn-taking, deliberation, and knowledge distribution. However, organizational behavior research argues against the existence of universally ideal structures. Teams are diverse and excel under different structures: while one team might flourish under hierarchical leadership and a critical culture, another will flounder. In this paper, we present DreamTeam: a system that explores a large space of possible team structures to identify effective structures for each team based on observable feedback. To avoid overwhelming teams with too many changes, DreamTeam introduces multi-armed bandits with temporal constraints: an algorithm that manages the timing of exploration--exploitation trade-offs across multiple bandits simultaneously. A field experiment demonstrated that DreamTeam teams outperformed self-managing teams by 38%, manager-led teams by 46%, and teams with unconstrained bandits by 41%. This research advances computation as a powerful partner in establishing effective teamwork.