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In Intellectual teamwork: Social and technical bases of cooperative work, J. Galegher, R. Kraut, & C. Egido (eds), 191--219. Hillsdale, NJ: Lawrence Erlbaum Assoc.
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p.209 [The] sequence of action to be taken [in group performance] need not be explicitly represented anywhere in the system. If participants know how to coordinate their activities with the technologies and people with which they interact, the global structure of the task performance will emerge from the local interactions of the members. The structure of the activities of the group is determined by a set of local computations rather than by the implementation of the sort of global plan that appears in the solo performer's procedure. In the team situation, a set of behavioral dependencies are set up. These dependencies shape the behavior patterns of the group.
p.211 The distribution of labor can only be negotiated if the distribution of knowledge and ability is at least partially redundant. In the organizational literature, this has been called "redundancy of function." Emery and Trist (1973) argued that such redundancy is necessary for the operation of adaptive, self-regulating systems in variable environments. Morgan (1986) called such systems "holographic" because "capacities relevant for the functioning of the whole are built into the parts" (p. 99).
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