In this online-meets-offline account of cooperative work, we see connections to the classic literature in CSCWaround matters of mutual awareness in safety-critical systems[12]that is partially achieved online andonly “satisficingly”[38] achieved
Evokes Simon's theory of satisficing
The planner terminates work on a wicked problem, not for reasons inherent in the "logic" of the problem. He stops for considerations that are external to the problem: he runs out of time, or money, or patience.
"Proposition 2: Wicked problems have no stopping rule"
Evokes the notion of a last-mile form of satisficing.
A� we know from studies of work of all sorts, people do not do the ideal joh, but the doable job. \Vhen faced with too many alternatives and too much information, they satisfice (Mard1 and Simon 1958).
Satisficing as a sensemaking strategy
s we know from studies of work of all sorts, people do not do the ideal job, but the doable job. When faced with too many alternatives and too much information, they satisfice (March and Simon 1958).
Satisficing as a sensemaking strategy
Brown’s (2004) summary description of dominant stories: a hegemonic story may be able to fix the meaning of the concepts and labels available to narrate events in the organization, and thereby circumscribe sensemaking
Dominant story definition.
Described the way some stories persist because they link/associate the what/with/for concepts that makes sense. The dominant story is not the only way to link these attention concepts (see Dewey) but they become normalized due to people's need/desire to satisfice.
When action is irrevocable, public and volitional, the search for explanations becomes less casual because more is at stake. Explanations that are developed retrospec- tively to justify committed actions are often stronger than beliefs developed under other, less involving, conditions. A tenacious justification can produce selective attention, confident action, and self-confirmation. Tenacious justifications prefigure both perception and action, which means they are often self-confirming.
Enactment becomes visible when retrosepctive sensemaking about the crisis event incorporates commitment/justification for previous actions.
Commitment is a double-edged sword: It can help construct useful sensemaking or can perpetuate inaccurate assumptions.
Is there a form of satisficing happening here?
Brown and Eisenhardt studied change and project management in computer firms and found that firms with less successful project portfolios demonstrated very low amounts of communication across projects. This was part of the context in which projects were planned, divided into small tasks, and then executed in a “structured sequence of steps” (1997, p. 14). A structured sequence is, of course, a monochronic strategy, and the low amount of communication is consistent with the proposition that monochronic strategies generate less awareness of other activities and tasks. One of the managers in their study remarked, “Most people only look at their part” (p. 14); another, “The work of everyone else doesn’t really affect my work” (p. 14). These responses contrasted with the pattern of work in the companies that managed their portfolios of projects more successfully, which Brown and Eisenhardt characterized as “iterative” (p. 14). Iterative (repetitive) patterns are suggestive of the back and forth flow of polychronic strategies
Iterative/repetitive work patterns suggest "back and forth flow of polychronic strategies."
Key point for SBTF social coordination: "At the less successful it was difficult to adjust projects in changing conditions because 'once started, the process took over.' It was hard to backtrack or reshape product specifications as circumstances changed."
Polychronic strategy: Higher level of willingness to adjust/correct work per feedback.
Monchronic strategy: Greater degree of satisificing in decision making.