Collaborative technologies: Sociology of science and knowledge within engineering work cultures

This paper discusses our need for efficient, interactive and inter-operative collaborative technologies. The problems of poor interaction and inter-operation can be traced back to engineering work cultures. The authors recommend approaches that can be used to change engineering work culture. They conclude that multi-disciplinary work teams including social scientists and history of science and technology systems engineers, with support from the highest levels of management, are required to resolve the proposed problems.

1. INTRODUCTION Work Culture Conversation

Our present approach to technology design, development, and integration does not seem to work well for heterogeneous technologies requiring high levels of integration, interaction, and seamlessness; and, the approach also does not seem to include higher levels of human- and application-centeredness or to result in customer satisfaction [1]–[3]. We argue that these problems are related to our engineering work culture and also the way we are trained as under-graduates [1]–[3]. The work culture of an organization is a product of its history, traditions, values, and visions. Embedded within the culture is a pattern of group assumptions that has worked well enough to be considered valid, and, therefore, is taught to new members (such as science and engineering (S & E) learners or new graduates) as the correct way to perceive, think, and feel. A desirable work culture includes shared institutional values, priorities, rewards and other practices which foster inclusion, high performance, and commitment, while still allowing diversity in thought and action. Diversity in thought and action can be likened to diversity in genes.