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A mediated interaction approach to study the role of media use in team interaction.

机译：一种介导的互动方法，用于研究媒体在团队互动中的作用。

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摘要

Do differences in how teams use media relate to differences in how teams interact? Does media use play a role in meeting synergy or breakdowns? This dissertation explores these questions in the context of Architecture, Engineering, and Construction (AEC) project meetings, using an approach that I developed, called Mediated Interaction Approach (MIA). My observations of over 100 project meetings showed that "good" and "bad" patterns of mediated interaction recur in meeting practice. The observations also showed that each meeting is unique, but made up of hundreds of interactions and patterns of interaction that repeat themselves in a meeting and from meeting to meeting. However, practitioners, media designers, and researchers lack methods and metrics to discern, describe, assess, and compare different patterns of mediated interaction. Consequently, practitioners and media designers rely on intuition or anecdotal evidence to make changes to meeting practice or meeting media. Developing such methods requires analyzing the relationship between media use and team interaction at a micro-level to identify and abstract patterns of mediated interaction that practitioners and media designers can use as a resource to improve meeting practice and meeting media.;Prior approaches examining aspects of the relationship between team interaction and media use miss key aspects of this dynamic, fall short of operationalizing team interaction or media use concepts, or are ill-suited for the meeting context. Existing models of team interaction conceptualize interaction as multi-purpose and analyzable with respect to three key processes---communication, reaction, and action---and these processes make contributions to project goals, to the meeting process (and its goals), and to interpersonal interactions. Existing studies operationalize at most two aspects of team interaction, e.g., communication and action, and address typically just one level of analysis, i.e., in relation to project goals, the meeting process, or interpersonal interactions. Thus, existing models and constructs are idealistic and unidimensional and do not capture the multi-purpose and multi-level nature of meeting interaction. Additionally, prior approaches operationalize team interaction and media use constructs that are task-, study-, or media-specific and are ill-suited for ad-hoc meetings that typically involve multiple tasks and multiple media. These studies limit their examination to feature-specific aspects of media use as opposed to general aspects of use, such as frequency and accessibility, level of interactivity, and instrumental purpose of media. This makes it difficult to compare patterns of media use involving multiple media. Finally, existing approaches miss the temporal aspect of meeting interaction and often rely on post-process data rather than observations. This makes it difficult to identify different patterns of mediated interaction that emerge and recur in meetings.;I developed MIA to address these shortcomings by observing over 100 AEC project meetings over a ten-year period and by analyzing 5,000 meeting interactions. MIA makes two key assumptions. First, the meeting process is analyzable as a set of discrete meeting interactions, each of which is analyzable from two distinct vantage points: how teams interact and how teams use media. Second, each meeting interaction is analyzable relative to a standard of performance, regardless of task(s), that accounts for the multi-purpose and multi-level nature of teams. MIA comprises the following four contributions: (a) A model of the meeting interaction process, the Mediated Interaction Model (MIM), that integrates and builds on prior models of interaction and media use, applies to multi-task and multiple media contexts, and conceptualizes the meeting interaction as four interdependent processes: communication, reaction, action, and media use that make contributions to the project, meeting process, and interpersonal interactions. (b) A Mediated Interaction Analytic (MIA) scheme to operationalize the MIM concepts by interpreting and coding video-recorded meeting interactions. (c) An Interaction Spectra Method to operationalize and visualize the multi-categorical, temporal concepts of team interaction and media use as a spectrum: (a) the Richness of Interaction spectrum, representing the range of interaction from breakdown to status quo to synergy and the extent to which teams achieve synergy; and (b) the Richness of Media Use spectrum (RMU), representing the range of media use from no use to rich use and the extent to which teams interact and engage with media use in the meeting interaction. (d) The MIA Relational Spectra Method to describe patterns of mediated interaction and the process of how teams use media in relation to the process of how teams interact.;Findings from MIA show that it is not the task or media that matter, but the interaction and media use. Teams achieved synergy performing a range of tasks using a range of media. Teams that make media part of the team interaction, i.e., involve media in key aspects of team interaction, experience more synergy. Teams that enact a less rich role for media, i.e., infrequent use of media and minimal physical interaction with media, are more likely to maintain status quo and experience intermittent breakdowns. The findings suggest a mutually dependent symbiotic relationship between media use and team interaction in AEC meetings. MIA describes but does not yet explain the differences in meeting interaction and is a step towards developing normative models of media use and team interaction in natural contexts.
机译：团队使用媒体的方式差异是否与团队互动方式的差异有关？媒体使用是否在协同作用或崩溃方面发挥作用？本文在架构，工程和建设（AEC）项目会议的背景下探讨了这些问题，并使用了我开发的一种称为中介交互方法（MIA）的方法。我对100多个项目会议的观察表明，在会议实践中会反复出现“好”和“坏”的互动模式。观察结果还表明，每次会议都是唯一的，但是由数百个交互和交互模式组成，这些交互和交互模式在会议中以及从一个会议到另一个会议都重复进行。但是，从业者，媒体设计人员和研究人员缺乏辨别，描述，评估和比较不同形式的媒介交互作用的方法和指标。因此，从业者和媒体设计师依靠直觉或传闻证据来改变会议实践或会议媒体。开发此类方法需要从微观层面分析媒体使用与团队互动之间的关系，以识别和抽象中介互动的模式，从业者和媒体设计师可以将其用作改善会议实践和会议媒体的资源。团队互动和媒体使用之间的关系缺少此动态的关键方面，未能实现团队互动或媒体使用概念的可操作性，或者不适用于会议背景。现有的团队互动模型将互动概念定义为多用途的，并且可以针对三个关键过程（交流，反应和行动）进行分析，这些过程对项目目标，会议过程（及其目标）做出了贡献，以及人际交往。现有研究在团队互动方面最多进行两个方面的操作，例如沟通和行动，并且通常只解决一个分析层次，即与项目目标，会议过程或人际互动有关的分析。因此，现有的模型和构造是理想的和一维的，并且没有捕获会议交互的多用途和多层次的本质。另外，现有方法使团队互动和特定于任务，研究或媒体的媒体使用结构可操作，并且不适用于通常涉及多个任务和多种媒体的临时会议。这些研究将他们的检查限制在媒体使用的特定特征方面，而不是一般的使用方面，例如频率和可访问性，交互程度以及媒体的工具用途。这使得很难比较涉及多种媒体的媒体使用方式。最后，现有方法错过了会议互动的时间方面，并且通常依赖于后处理数据而不是观察结果。这使得很难确定会议中出现和重复出现的不同形式的中介互动。我开发了MIA，以通过在十年期间观察100多个AEC项目会议并分析5,000个会议互动来解决这些缺陷。 MIA做出两个关键假设。首先，会议过程可以作为一组离散的会议交互进行分析，每种交互都可以从两个不同的角度进行分析：团队如何交互以及团队如何使用媒体。第二，每次会议互动都可以相对于绩效标准进行分析，而不考虑任务（一个或多个），这说明了团队的多用途和多层次的性质。 MIA包括以下四个方面：（a）会议交互过程的模型，即中介交互模型（MIM），该模型集成并建立在先前的交互和媒体使用模型之上，并适用于多任务和多种媒体上下文，并且将会议互动概念化为四个相互依赖的过程：沟通，反应，行动和媒体使用，这些对项目，会议过程和人际互动做出了贡献。 （b）通过解释和编码视频记录的会议互动来实现MIM概念的中介互动分析（MIA）方案。 （c）一种互动光谱方法，用于将团队互动和媒体使用的多类别，时空概念进行操作和可视化：（a）互动频谱的丰富性，表示从分解到维持现状到协同作用的互动范围。团队达到协同作用的程度； （b）媒体使用范围频谱（RMU），表示从不使用到丰富使用的媒体使用范围，以及团队在会议互动中互动和参与媒体使用的程度。 （d）MIA关系光谱法，用于描述中介互动的模式以及团队与团队互动过程相关的团队如何使用媒体的过程; MIA的发现表明，重要的不是任务或媒体，但互动和媒体使用。团队通过使用多种媒体实现了执行一系列任务的协同作用。使媒体成为团队互动的一部分的团队，即使媒体参与团队互动的关键方面，会产生更多的协同作用。在媒体中扮演的角色不那么丰富的团队（即不经常使用媒体以及与媒体的物理交互最少）更有可能维持现状并经历间歇性故障。研究结果表明，在AEC会议中，媒体使用与团队互动之间存在着相互依赖的共生关系。 MIA描述但尚未解释会议互动中的差异，是朝着在自然环境中发展媒体使用和团队互动的规范模型迈出的一步。

著录项

  • 作者

    Liston, Kathleen McKinney.;

  • 作者单位

    Stanford University.;

  • 授予单位 Stanford University.;
  • 学科 Sociology Theory and Methods.;Engineering Civil.;Sociology Organizational.
  • 学位 Ph.D.
  • 年度 2009
  • 页码 255 p.
  • 总页数 255
  • 原文格式 PDF
  • 正文语种 eng
  • 中图分类
  • 关键词

  • 入库时间 2022-08-17 11:38:25

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