Context-linked virtual assistants for distributed teams

Abstract

There is a growing need for distributed teams to analyze complex and dynamic data streams and make critical decisions under time pressure. Via a case study, we discuss potential guidelines for the design of software tools to facilitate such collaborative decision-making. We introduce the term context-linked to characterize systems where both task and context information are included in a shared space. We describe a novel, lightweight, context-linked event notification/virtual assistant system developed to aid a cross-cultural, geographically distributed team of astrophysicists to remotely maneuver a custom-built instrument under challenging operational conditions, where critical decisions must be made in as little as 45 seconds. The system has been in use since 2005 by a major international astrophysics collaboration. We describe the design and implementation of the event notification system and then present a case study, based on event log analysis and user interviews, of its effectiveness in substantially improving user performance during time-critical science tasks. Finally, we discuss the implications of context linking for supporting common ground in distributed teams.

Human centered game design for bioinformatics and cyberinfrastructure learning

“…In a collaborative cross-cultural group of astrophysicists sharing supernovae data, Poon et al found that some scientists felt more comfortable contacting supervisors directly if problems arose, while others preferred more indirect communication means via a custom designed chat interface [33]. In designing CI communication tools, how do designers account for direct and synchronous communication preferences while also accounting for players that prefer more indirect means of sharing information?…”

Synergizing in Cyberinfrastructure Development

“…The scientists and indeed the science itself are expected and encouraged to change over the course of the development lifecycle of the infrastructure and beyond. This area of research, while full of possibility, has lent itself to two immediate approaches: 1) choose a somewhat bounded subgroup (e.g., that share a very particular and already defined set of research or development tasks) for whom to research and design (e.g., Poon et al 2008), or 2) grapple with messy assemblages of human infrastructure and sociotechnical systems (e.g., Latour 1993;Lee et al 2006;Ribes & Finholt 2007) to identify patterns of work and cooperation that enable the whole infrastructure to emerge and function so that these patterns can be supported. These "messy assemblages" are more visible during this early phase of development, when arguments and negotiations are still ongoing and the cyberinfrastructure has yet to achieve a more stable state.…”

No sense of distance

“…For example, originally the French shifters acted offended when Bert did not respond when they greeted him or when they entered the chat, so Bert's interface was modified to respond and to greet each person by name as they entered. Other modifications in Bert's interface were made over time, based on scientist feedback [19]. Both Bert and Sunfall Data Taking include in the shared communication space both task information pertinent to the immediate job, and context information such as background processes or events.…”

“…The scientists performed their astrophysical observations and analysis with the aid of a set of CMC technologies including what have been called "contextlinked" tools [19], where both task information (immediately pertinent to the job at hand) and context information (background processes and events in the environment) are directly included in the shared communication space.…”

“…Previous work has described the development of the software tools in detail [2,19]; this paper presents the study of how team members used the tools to span cultural gaps in the context of Hofstede's cultural dimensions. Although there have been many critiques of Hofstede's work, including his use of a sample of primarily IBM employees, the age of his data (over 30 years ago) and his assumption of cultural homogeneity [12,14,15], there are few frameworks available to use to study cultural differences.…”