Pulling Back the Curtain on the Wizards of Oz

The Wizard of Oz method is an increasingly common practice in HCI and CSCW studies as part of iterative design processes for interactive systems. Instead of designing a fully-fledged system, the ‘technical work’ of key system components is completed by human operators yet presented to study participants as if computed by a machine. However, little is known about how Wizard of Oz studies are interactionally and collaboratively achieved in situ by researchers and participants. By adopting an ethnomethodological perspective, we analyse our use of the method in studies with a voice-controlled vacuum robot and two researchers present. We present data that reveals how such studies are organised and presented to participants and unpack the coordinated orchestration work that unfolds ‘behind the scenes’ to complete the study. We examine how the researchers attend to participant requests and technical breakdowns, and discuss the performative, collaborative, and methodological nature of their work. We conclude by offering insights from our application of the approach to others in the HCI and CSCW communities for using the method

Organizational factors and depression management in community-based primary care settings

Abstract Background Evidence-based quality improvement models for depression have not been fully implemented in routine primary care settings. To date, few studies have examined the organizational factors associated with depression management in real-world primary care practice. To successfully implement quality improvement models for depression, there must be a better understanding of the relevant organizational structure and processes of the primary care setting. The objective of this study is to describe these organizational features of routine primary care practice, and the organization of depression care, using survey questions derived from an evidence-based framework. Methods We used this framework to implement a survey of 27 practices comprised of 49 unique offices within a large primary care practice network in western Pennsylvania. Survey questions addressed practice structure (e.g., human resources, leadership, information technology (IT) infrastructure, and external incentives) and process features (e.g., staff performance, degree of integrated depression care, and IT performance). Results The results of our survey demonstrated substantial variation across the practice network of organizational factors pertinent to implementation of evidence-based depression management. Notably, quality improvement capability and IT infrastructure were widespread, but specific application to depression care differed between practices, as did coordination and communication tasks surrounding depression treatment. Conclusions The primary care practices in the network that we surveyed are at differing stages in their organization and implementation of evidence-based depression management. Practical surveys such as this may serve to better direct implementation of these quality improvement strategies for depression by improving understanding of the organizational barriers and facilitators that exist within both practices and practice networks. In addition, survey information can inform efforts of individual primary care practices in customizing intervention strategies to improve depression management.http://deepblue.lib.umich.edu/bitstream/2027.42/78269/1/1748-5908-4-84.xmlhttp://deepblue.lib.umich.edu/bitstream/2027.42/78269/2/1748-5908-4-84-S1.PDFhttp://deepblue.lib.umich.edu/bitstream/2027.42/78269/3/1748-5908-4-84.pdfPeer Reviewe