Experiments in social data mining: The TopicShop system
ACM Transactions on Computer-Human Interaction (TOCHI)
Before Getting There: Potential and Actual Collaboration
CRIWG '02 Proceedings of the 8th International Workshop on Groupware: Design, Implementation and Use
TaskView: design and evaluation of a task-based email interface
CASCON '02 Proceedings of the 2002 conference of the Centre for Advanced Studies on Collaborative research
ContactMap: Organizing communication in a social desktop
ACM Transactions on Computer-Human Interaction (TOCHI)
People-to-People-to-Geographical-Places: The P3 Framework for Location-Based Community Systems
Computer Supported Cooperative Work
Patterns of media use in an activity-centric collaborative environment
Proceedings of the SIGCHI Conference on Human Factors in Computing Systems
Managing availability: Supporting lightweight negotiations to handle interruptions
ACM Transactions on Computer-Human Interaction (TOCHI)
ECSCW'03 Proceedings of the eighth conference on European Conference on Computer Supported Cooperative Work
Communication-Garden System: Visualizing a computer-mediated communication process
Decision Support Systems
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Contact management is an important part of everyday work. People exchange business cards to try to enter each Other's contact lists. Local businesses provide refrigerator magnets and calendars so they will be called on when a particular need arises. People who use the telephone extensively are selective about who they add to their speed dial lists. Contact management and conversation management are linked. Many busy professionals discourage voice calls and messages, because email enables them to better manage their time, conversations, and contacts. People also spend large amounts of time transcribing voicemail, browsing email archives and writing todo lists - all of these activities are intended to help track the content and status of outstanding conversations. Together, these practices reveal some of the complexities of contact and conversation management. We investigated contact and conversation management by carrying out twenty semi-structured interviews with professionals in assorted fields. Key properties of technologically-mediated conversations identified were: (1) they are extended in time, which means (2) people typically engage in multiple concurrent conversations, and (3) conversations often involve multiple participants. These properties led to a significant memory load for our informants: they spoke of the difficulty of keeping tracking of conversational content and status, as well as the identity, contact information, and expertise of their conversational partners. People respond to these problems by trying to make key aspects of their conversations persistent; however, with current support tools, this strategy meets with mixed success. Building on the findings of our study, we present a new support tool that aids in managing contacts and conversation status.