This paper introduces flash organizations: crowds structured like organizations to achieve complex and open-ended goals. Microtask workflows, the dominant crowdsourcing structures today, only enable goals that are so simple and modular that their path can be entirely pre-defined. We present a system that organizes crowd workers into computationally-represented structures inspired by those used in organizations - roles, teams, and hierarchies - which support emergent and adaptive coordination toward open-ended goals. Our system introduces two technical contributions: 1) encoding the crowd's division of labor into de-individualized roles, much as movie crews or disaster response teams use roles to support coordination between on-demand workers who have not worked together before; and 2) reconfiguring these structures through a model inspired by version control, enabling continuous adaptation of the work and the division of labor. We report a deployment in which flash organizations successfully carried out open-ended and complex goals previously out of reach for crowdsourcing, including product design, software development, and game production. This research demonstrates digitally networked organizations that flexibly assemble and reassemble themselves from a globally distributed online workforce to accomplish complex work.

The dominant crowdsourcing infrastructure today is the workflow, which decomposes goals into small independent tasks. However, complex goals such as design and engineering have remained stubbornly difficult to achieve with crowdsourcing workflows. Is this due to a lack of imagination, or a more fundamental limit? This paper explores this question through in-depth case studies of 22 workers across six workflow-based crowd teams, each pursuing a complex and interdependent web development goal. We used an inductive mixed method approach to analyze behavior trace data, chat logs, survey responses and work artifacts to understand how workers enacted and adapted the crowdsourcing workflows. Our results indicate that workflows served as useful coordination artifacts, but in many cases critically inhibited crowd workers from pursuing real-time adaptations to their work plans. However, the CSCW and organizational behavior literature argues that all sufficiently complex goals require open-ended adaptation. If complex work requires adaptation but traditional static crowdsourcing workflows can't support it, our results suggest that complex work may remain a fundamental limitation of workflow-based crowdsourcing infrastructures.

Based on ethnographic data collected at a global architecture firm over a one-year period, we describe the ways in which drawings are strategically created and curated by architects in an attempt to carefully craft their interactions and fulfill specific intentions with clients and contributors. We identify three strategies used by architects when creating drawings and reveal that the way these strategies are employed depends on the intended purpose of each drawing with a specific set of actors. This work builds on existing literature on the role of objects, such as drawings, for work across organizational boundaries and professional disciplines. We conclude with implications for CSCW and propose ideas for approaches and applications that better support cross-boundary and highly visual work involving multiple sets of actors and artifacts.

In our qualitative study of 9 globally distributed software development teams, we found that power and how it was distributed across locations had a significant effect on team dynamics. We describe the sources of power for these teams, which include being in the flow of information, feeling that one's voice is heard by decision makers, and having opportunities for career growth and advancement. We also examine power dynamics across locations by team and show that having more balanced power was typically associated with more power struggles rather than fewer. Four of the 9 teams had ongoing power contests. Each of these teams had some sources of power at one location and other sources of power at the other location. Both sites worried about losing power, felt they should have more, and struggled against losing ground. We conclude with a discussion of the need for CSCW to expand beyond collaboration to address issues of power. We propose ideas for systems to support globally distributed teams in creating more equal access to more sources of power and alleviating unhealthy power dynamics.

We introduce flash teams, a framework for dynamically assembling and managing paid experts from the crowd. Flash teams advance a vision of expert crowd work that accomplishes complex, interdependent goals such as engineering and design. These teams consist of sequences of linked modular tasks and handoffs that can be computationally managed. Interactive systems reason about and manipulate these teams' structures: for example, flash teams can be recombined to form larger organizations and authored automatically in response to a user's request. Flash teams can also hire more people elastically in reaction to task needs, and pipeline intermediate output to accelerate completion times. To enable flash teams, we present Foundry, an end-user authoring platform and runtime manager. Foundry allows users to author modular tasks, then manages teams through handoffs of intermediate work. We demonstrate that Foundry and flash teams enable crowdsourcing of a broad class of goals including design prototyping, course development, and film animation, in half the work time of traditional self-managed teams.

Motivating students to be active learners is a perennial problem in education, and is particularly challenging in lectures where instructors typically prepare content in ad-vance with little direct student participation. We describe our experience using Twitter as a tool for student "co-construction" of lecture materials. Students were required to post a tweet prior to each lecture related to that day's topic, and these tweets -- consisting of questions, examples and reflections -- were incorporated into the lecture slides and notes. Students reported that they found lectures including their tweets in the class slides to be engaging, interactive and relevant, and nearly 90% of them recommended we use our co-construction approach again.

Most mobile technology systems designed to encourage healthy decisions focus on prescriptive persuasion, telling the user either implicitly or explicitly what to do, as the primary means of improving health. However, other technically and socially viable options exist. Drawing on both relevant social theory and previous CSCW research, this paper suggests that open-ended social awareness, making users aware of both others' and their own decisions, may also serve as an effective central design principle for mobile health. To explore this approach, this paper presents analysis of qualitative data from two studies of such a system. Results suggest that open-endedness allowed users flexibility and freedom in defining what counts as health, and that the social aspects compounded both the positive and the occasionally negative impacts of this openness. The paper concludes with implications for the design and evaluation of research on mobile health technology, as well as suggestions for how future work can further explore the design space of mobile health beyond prescriptive persuasion.