Visualizing language use in team conversations

Leshed, Gilly; Cosley, Dan; Hancock, Jeffrey T.

doi:10.1145/1753846.1754195

Cited by 14 publications

(6 citation statements)

References 34 publications

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“…Creating a workplace that encourages learning is both a competitive and values-driven goal for organizations, particularly those which rely on knowledge workers (Billett, 2001;Dodgson, 1993;Garvin, 2003;Littlejohn et al, 2012;Marsick and Watkins, 2003;Veng Seng et al, 2002). Simultaneously, research proposes that analyzing behavior data yield tremendous benefits, including efficiently using resources and refining policies to support employee well-being (Convertino et al, 2007;de Laat and Bieke, 2013;Leshed et al, 2010;Mashhadi et al, 2016;Mathur et al, 2015).…”

Section: Introductionmentioning

confidence: 99%

Predicting knowledge workers’ participation in voluntary learning with employee characteristics and online learning tools

Hicks¹

2018

Journal of Workplace Learning

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Purpose -This paper aims to explore predicting employee learning activity via employee characteristics and usage for two online learning tools.Design/methodology/approach -Statistical analysis focused on observational data collected from user logs. Data are analyzed via regression models.Findings -Findings are presented for over 40,000 employees' learning activity for one year in a multinational technology company. Variables including job level and tool use yielded a predictive model for overall learning behaviors. In addition, relevant differences are found for managers and nonprofessional learning.Research limitations/implications -Importantly, how well employees learned content was not measured. This research is also limited to observational relationships: for example, the online tools were used by self-selected users, instead of randomly assigned. Future research which randomly assigns tool use to employee subgroups could explore causal relationships.Practical implications -This paper presents implications for business analysts and educational technology: how predictive analytics can leverage data to plan programs, the significant challenges for the adoption and usage for online learning tools, and the distinct needs of managers engaging with these tools.Originality/value -Given a growing emphasis on using employee data, it is important to explore how learning behaviors can be made visible in people analytics. While previous research has surveyed employee cultures on learning or explored the socio-psychological factors which contribute to this learning, this paper presents novel data on employee participation in learning programs which illuminates both how HR metrics can productively use this data to reify learning patterns, and how workplace technology designers can consider important factors such as internal hierarchies.

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Section: Introductionmentioning

confidence: 99%

Predicting knowledge workers’ participation in voluntary learning with employee characteristics and online learning tools

Hicks¹

2018

Journal of Workplace Learning

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“…The management of task-oriented effort in teams provides a great challenge for managers and researchers. While process feedback remains the most effective intervention for inducing task-oriented effort (Peñarroja et al, 2017), its availability and delivery could dramatically change, based on current technological developments (Streng et al, 2009; Leshed et al, 2010). Integrating the knowledge of the importance of one’s perceptions for regulating self-effort (e.g., Mulvey and Klein, 1998), with the literature on computer-mediated collaboration awareness systems (e.g., Bodemer and Dehler, 2011), this study demonstrated a way the visualization of team member effort may serve to provide efficient and effective process feedback.…”

Section: Discussionmentioning

confidence: 99%

“…In this study we tested only one way of visualizing the relative effort in teams. The evolving research on awareness systems had started to address the different aspects of visualization, such as use of metaphoric representation or animated images (e.g., Leshed et al, 2010). However, more interdisciplinary research is needed to address both the psychological and perception-related aspects of team reflection.…”

Section: Discussionmentioning

confidence: 99%

“…They compared a diagram-like visualization that included graphs and figures, with a metaphoric picture, in which objects represented the discussants’ roles (Streng et al, 2009). Similarly, Leshed et al (2010), also aiming to reflect discussion quality, visualized the relative use of specific words categorized to themes, such as emotional or self-reference words, and compared the effect of visualization by bar-charts with visualization via an animated image.…”

Section: Introductionmentioning

confidence: 99%

“…In contrast, automatic visualization of self and others’ effort should provide a more objective, valence-free feedback that increases team awareness, with less backlash due to a sense of subjectivity or manipulation. Over-complexity or over-gamification of the representation could also be a drawback, as it may draw more attention toward understanding the tool than to the actual teamwork (Leshed et al, 2010).…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Visualized Automatic Feedback in Virtual Teams

et al. 2019

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Management of effort is one of the biggest challenges in any team, and is particularly difficult in distributed teams, where behavior is relatively invisible to teammates. Awareness systems, which provide real-time visual feedback about team members’ behavior, may serve as an effective intervention tool for mitigating various sources of process-loss in teams, including team effort. However, most of the research on visualization tools has been focusing on team communication and learning, and their impact on team effort and consequently team performance has been hardly studied. Furthermore, this line of research has rarely addressed the way visualization tool may interact with team composition, while comprehension of this interaction may facilitate a conceptualization of more effective interventions. In this article we review the research on feedback in distributed teams and integrate it with the research on awareness systems. Focusing on team effort, we examine the effect of an effort visualization tool on team performance in 72 geographically distributed virtual project teams. In addition, we test the moderating effect of team composition, specifically team members’ conscientiousness, on the effectiveness of the effort visualization tool. Our findings demonstrate that the effort visualization tool increases team effort and improves the performance in teams with a low proportion of highly conscientious members, but not in teams with a high proportion of highly conscientious members. We discuss the theoretical and practical implications of our findings, and suggest the need of future research to address the way technological advances may contribute to management and research of team processes.

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