The coordination of work activities: cooperation and conflict in a hospital context
Computer Supported Cooperative Work
Supporting articulation work using software configuration management systems
Computer Supported Cooperative Work - Special issue on studies of cooperative design
Temporal Coordination –On Time and Coordination of CollaborativeActivities at a Surgical Department
Computer Supported Cooperative Work
Characterizing modes of coordination: a comparison between oral and artifact based coordination
GROUP '01 Proceedings of the 2001 International ACM SIGGROUP Conference on Supporting Group Work
A finger on the pulse: temporal rhythms and information seeking in medical work
CSCW '02 Proceedings of the 2002 ACM conference on Computer supported cooperative work
Mobility Work: The Spatial Dimension of Collaboration at a Hospital
Computer Supported Cooperative Work
The duality of articulation work in large heterogeneous settings - a study in health care
ECSCW'05 Proceedings of the ninth conference on European Conference on Computer Supported Cooperative Work
CBMS '08 Proceedings of the 2008 21st IEEE International Symposium on Computer-Based Medical Systems
Proceedings of the 2008 ACM conference on Computer supported cooperative work
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The coordination of distributed activities is central to organizational work. The effective functioning of organizations hinges on their ability to manage interdependencies both within (intra-) and between (inter-) various departments. However, more than just the management of these individual interdependencies is required for smooth work system coordination. Organizations must also manage the interactions between intra- and inter-departmental activities. To investigate how these interactions manifest in organizational work, we conducted a field study examining patient transfer process. We highlight the cross-boundary breakdowns that occur when intra-departmental and inter-departmental activities related to patient transfers negatively affect each other. We then describe the re-coordinating activities performed to mitigate the effects of cross-boundary breakdowns. We discuss a framework of inter-departmental coordination work that describes the relationship between cross-boundary breakdowns and re-coordinating activities. Furthermore, we classify the re-coordinating activities as a type of articulation work performed by hospital staff. This research can help us develop empirically-driven and theoretically-based design guidelines for coordination tools to maintain overall organizational workflow by balancing the goals and requirements of the various departments.