Jonathan Grudin

Why CSCW applications fail: problems in the design and evaluationof organizational interfaces

Many systems, applications, and features that support cooperative work share two characteristics: A significant investment has been made in their development, and their successes have consistently fallen far short of expectations. Examination of several application areas reveals a common dynamic: 1) A factor contributing to the application’s failure is the disparity between those who will benefit from an application and those who must do additional work to support it. 2) A factor contributing to the decision-making failure that leads to ill-fated development efforts is the unique lack of management intuition for CSCW applications. 3) A factor contributing to the failure to learn from experience is the extreme difficulty of evaluating these applications. These three problem areas escape adequate notice due to two natural but ultimately misleading analogies: the analogy between multi-user application programs and multi-user computer systems, and the analogy between multi-user applications and single-user applications. These analogies influence the way we think about cooperative work applications and designers and decision-makers fail to recognize their limits. Several CSCW application areas are examined in some detail. Introduction. An illustrative example: automatic meeting

Computer-supported cooperative work: history and focus

CSCW and groupware emerged in the 1980s from shared interests among product developers and researchers in diverse fields. Today, it must overcome the difficulties of multidisciplinary interaction. This article describes the people and the work found under the CSCW umbrella. Issues considered include: research and design areas, software development, office automation, small-group versus systems approach, US and European differences; and the history of groupware.<<ETX>>

When social networks cross boundaries: a case study of workplace use of facebook and linkedin

The use of social networking software by professionals is increasing dramatically. How it is used, whether it enhances or reduces productivity, and how enterprise-friendly design and use might evolve are open questions. We examine attitudes and behaviors in a large, technologically-savvy organization through a broad survey and thirty focused interviews. We find extensive social and work uses, with complex patterns that differ with software system and networker age. Tensions arise when use spans social groups and the organizations firewall. Although use is predominantly to support weak ties whose contribution to productivity can be difficult to prove, we anticipate rapid uptake of social networking technology by organizations.

Personas: practice and theory

ì Personasî is an interaction design technique with considerable potential for software product development. In three years of use, our colleagues and we have extended Alan Cooperís technique to make Personas a powerful complement to other usability methods. After describing and illustrating our approach, we outline the psychological theory that explains why Personas are more engaging than design based primarily on scenarios. As Cooper and others have observed, Personas can engage team members very effectively. They also provide a conduit for conveying a broad range of qualitative and quantitative data, and focus attention on aspects of design and use that other methods do not.

Integration of inter-personal space and shared workspace: ClearBoard design and experiments

We describe the evolution of the novel shared drawing medium ClearBoard which was designed to seamlessly integrate an interpersonal space and a shared workspace. ClearBoard permits coworkers in two locations to draw with color markers or with electronic pens and software tools while maintaining direct eye contact and the ability to employ natural gestures. The ClearBoard design is based on the key metaphor of “talking through and drawing on a transparent glass window.” We describe the evolution from ClearBoard- 1 (which enables shared video drawing) to ClearBoard-2 (which incorporates TeamPaint, a multiuser paint editor). Initial observations and findings gained through the experimental use of the prototype, including the feature of “gaze awareness,” are discussed. Further experiments are conducted with ClearBoard-O (a simple mockup), ClearBoard- 1, and an actual desktop as a control. In the settings we examined, the ClearBoard environment led to more eye contact and potential awareness of collaborator’s gaze direction over the traditional desktop environment.

Partitioning digital worlds: focal and peripheral awareness in multiple monitor use

Software today does not help us partition our digital worlds effectively. We must organize them ourselves. This field study of users of multiple monitors examines how people with a lot of display space arrange information. Second monitors are generally used for secondary activities related to principal tasks, for peripheral awareness of information that is not the main focus, and for easy access to resources. A second monitor improves efficiency in ways that are difficult to measure yet can have substantial subjective benefit. The study concludes with illustrations of shortcomings of todays systems and applications: the way we work could be improved at relatively low cost.

The computer reaches out: the historical continuity of interface design

This paper examines the evolution of the focus of user interface research and development from the first production of commercial computer systems in the 1950s through the present. The term “user interface” was not needed in the beginning, when most users were engineers and programmers; it may again become inappropriate when more applications are written for groups than for individuals. But there is a continuity to the outward movement of the computers interface to its external environment, from hardware to software to increasingly higher-level cognitive capabilities and finally to social processes. As the focus shifts, the approaches to design and the skills required of practitioners changes. In this paper five foci or levels of development are identified. Most development today is positioned in the third level and considerable research is directed at the fourth. Some attention is now being given to the fifth: repositioning the interface in the work group or organization itself. Work at the different levels is not entirely independent, so establishing a comprehensive framework may enable us to position existing research and development efforts and plan future work more effectively.

A study of preferences for sharing and privacy

We describe studies of preferences about information sharing aimed at identifying fundamental concerns with privacy and at understanding how people might abstract the details of sharing into higher-level classes of recipients and information that are treated similarly. Thirty people specified what information they are willing to share with whom.. Although people vary in their overall level of comfort in sharing, we identified key classes of recipients and information. Such abstractions highlight the promise of developing expressive controls for sharing and privacy.

Integration of interpersonal space and shared workspace: ClearBoard design and experiments

We describe the evolution of the novel shared drawing medium ClearBoard which was designed to seamlessly integrate an interpersonal space and a shared workspace. ClearBoard permits coworkers in two locations to draw with color markers or with electronic pens and software tools while maintaining direct eye contact and the ability to employ natural gestures. The ClearBoard design is based on the key metaphor of “talking through and drawing on a transparent glass window.” We describe the evolution from ClearBoard-1 (which enables shared video drawing) to ClearBoard-2 (which incorporates TeamPaint, a multiuser paint editor). Initial observations and findings gained through the experimental use of the prototype, including the feature of “gaze awareness,” are discussed. Further experiments are conducted with ClearBoard-0 (a simple mockup), ClearBoard-1, and an actual desktop as a control. In the settings we examined, the ClearBoard environment led to more eye contact and potential awareness of collaborators gaze direction over the traditional desktop environment.

Strategic directions in human-computer interaction

Human-computer interaction (HCI) is the study of how people design, implement, and use interactive computer systems and how computers affect individuals, organizations, and society. This encompasses not only ease of use but also new interaction techniques for supporting user tasks, providing better access to information, and creating more powerful forms of communication. It involves input and output devices and the interaction techniques that use them; how information is presented and requested; how the computer’s actions are controlled and monitored; all forms of help, documentation, and training; the tools used to design, build, test, and evaluate user interfaces; and the processes that developers follow when creating interfaces. This report describes the historical and intellectual foundations of HCI and then summarizes selected strategic directions in human-computer interaction research. Previous important reports on HCI directions include the results of the 1991 [Sibert and Marchionini 1993] and 1994 [Strong 1994] NSF studies on HCI in general, and the 1994 NSF study on the World-Wide Web [Foley and Pitkow 1994].