Collaboration Research for Crisis Management Teams
By Jill L. Drury, The MITRE Corporation, USA, jldrury@mitre.org | Emily Beaton, The MITRE Corporation, USA, ebeaton@mitre.org | Lindsley Boiney, The MITRE Corporation, USA, lboiney@mitre.org | Michael O. Duncan, The MITRE Corporation, USA, mduncan@mitre.org | Robin GreenPope, The MITRE Corporation, USA, rgreenpope@mitre.org | Maurice D. Howland, The MITRE Corporation, USA, mhowland@mitre.org | Gary L. Klein, The MITRE Corporation, USA, gklein@mitre.org
Abstract
To aid research in crisis management, we reviewed the literature pertaining to synchronous, non-collocated, cross-organizational, time-sensitive collaboration. We examined the theoretical constructs that researchers have proposed for collaborative systems and determined that several of these, such as common ground and awareness theory, have particular applicability to crisis management. We reviewed collaboration models that were developed to provide frameworks for understanding the multiple facets of technological support to group work. Because teams normally need to come to a common understanding of the situation and the relevant decisions, we examined research in team awareness, sensemaking, and decision-making. Types of group tasks affect technology use and adoption, so we considered the literature surrounding these topics, as well, before turning to case studies of new collaboration technologies. We end with our assessment of the findings most relevant to developing new crisis management collaboration approaches, including procedures, needed functionality, and candidate capabilities.
Collaboration Research for Crisis Management Teams
Collaboration Research for Crisis Management Teams reviews the literature pertaining to synchronous, non-collocated, cross-organizational, time-sensitive collaboration. It examines the theoretical constructs that researchers have proposed for collaborative systems and determines that several of these, such as common ground and awareness theory, have particular applicability to crisis management. It reviews collaboration models that were developed to provide frameworks for understanding the multiple facets of technological support to group work. Because teams normally need to come to a common understanding of the situation and the relevant decisions, it examines research in team awareness, sensemaking and decision-making. Types of group tasks affect technology use and adoption, so this text also considers the literature surrounding these topics, before turning to case studies of new collaboration technologies. It concludes with an assessment of the findings most relevant to developing new crisis management collaboration approaches, including procedures, needed functionality, and candidate capabilities. Collaboration Research for Crisis Management Teams is an excellent reference for anyone with a specific interest in large-scale crisis management or generally doing research in Human-Computer Interaction or Computer-Supported Cooperative Work.
