October 31st - November 1, 2014
CrowdCamp at CMU (407 S. Craig)
9:00am - 5:00pm | Workshops Crowdsourcing, Online Education, and Massive Open Online CoursesMarkus Krause (Leibniz University), Praveen Paritosh (Google), Joseph Jay Williams (Stanford University) Citizen + X: Workshop on Volunteer-based Crowdsourcing in Science, Public Health and GovernmentEdith Law (University of Waterloo) and Cliff Lampe (University of Michigan) |
6:00pm - 8:00pm | Opening Reception at Omni Hotel 7:00pm: reports from workshops |
8:45am - 9:40am | Technical Session III Chair: Steven Dow
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9:40am - 10:00am | Pietro Michelucci: Report and Q&A in regard to CRA's Computing Community Consortium’s “Human Computation Roadmap Summit”, June 2014 | ||||||||||||
10:00 - 10:05am | Citizen + X: Workshop on Volunteer-based Crowdsourcing in Science, Public Health and Government Edith Law (Harvard University) and Cliff Lampe (University of Michigan) Chair: David Parkes | ||||||||||||
10:05am - 11:00am | Poster Session and Refreshments | ||||||||||||
11:00am - 12:10pm | Technical Session IV Chair: Edith Law
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12:10pm - 1:30pm | Lunch Break | ||||||||||||
1:30pm - 3:00pm | Technical Session V Chair: Maxine Eskenazi
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3:00pm - 3:30pm | Afternoon Break | ||||||||||||
3:30pm - 4:40pm | Technical session VI Chair: Haoqi Zhang
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4:45pm - 5:45pm | Invited talk, Robert Kraut, CMU Chair: Jeffrey P. Bigham Managing volunteers in online production communities Virtual organizations are becoming increasingly important in driving production and innovation in science, engineering and knowledge production. This talk will describe several longitudinal studies and several experiment to examine the conditions under which different coordination strategies online production communities use to coordinate the efforts of their contributors are successful. Previous research on leadership in online communities has focused on the behavior of a small set of elite users or people, like administrators, who have a formal leadership role. Our research introduced a model of shared leadership and demonstrated that most leadership behaviors in Wikipedia are produced by the non-elite. Using longitudinal, correlational methods and experiments, our research demonstrates that these leadership behaviors influence their recipients, although the influence depends both on the type of leadership behavior and the legitimacy of the person delivering it and the person receiving it. Directive and social communication boosted motivation the most, whereas negative feedback decreased motivation. Both the correlational and experimental research also showed that the effects of the communication were greatest when delivered by Wikipedia administrators and other elite members and had most impact when the recipients were relatively new to Wikipedia. We also conducted experiments to show that feedback also has effects on those giving it. We investigated the effectiveness of three different strategies for organizing workers to accomplish management tasks: allowing individuals to provide evaluation and feedback to others, organizing interactive teams in which members of the teams had to reach consensus on the evaluation and feedback they would provide to others, and aggregating individual managers into nominal teams. In an experiment using Mechanical Turk workers, we showed that giving workers managerial responsibilities to assess, evaluate and approve other workers’ work increases their own motivation to work, enhances their understanding of the task domain, and helps them become better workers. Although direct communication with both formal and peer leaders can influence volunteer behavior, too much explicit direction could backfire. If leaders try to exert too much control, volunteers are likely to leave, with fewer consequences to their economic welfare and their social capital than if they had quit a job in a conventional organization. To address the paradox of exerting control and yet retaining volunteers, we examined a control mechanism – group self-governance – which allows peer groups of individuals to self-regulate the behavior of their members on relevant tasks. Group self-governance works by promoting members’ identification with the group and the values it stands for. When people identify with a group, they incorporate important elements of the group into their own self-concepts and believe that events and actions that influence the welfare of the group also influence their own welfare. Therefore, if the group has mechanisms to draw attention to work that will benefit the group, members should voluntarily choose to work on these tasks because they believe it will improve their own welfare. Furthermore, instead of potentially harming volunteers’ motivation, control through group self-governance could increase volunteers’ general motivation. | ||||||||||||
5:45pm - 6:15pm | HCOMP Business Meeting |