The initiation-response organizing principle constrains interaction to a linear structure and breaks down when drawing space runs out¶

Claim · All claims
Evidence · 1 study · qualitative r2 · q2
Currency · newest study 2008 · not yet checked against its sources · not reviewed by a person

Subclaims¶

q2 i? The graphical organizing principle was abandoned when the group reached the border of the drawing area and could not reorganize. → Overdijk 2008

Evidence¶

Overdijk 2008¶

Overdijk, M. & van Diggelen, W. (2008). Appropriation of a shared workspace: Organizing principles and their application. Computer-Supported Collaborative Learning. https://doi.org/10.1007/s11412-008-9038-4

q2 · i? · qualitative · r2

Episode analysis of group 1 shows early placement of contributions affected subsequent organization; when the group reached the bottom of the drawing area, "the downward vertical organization became disrupted" and the graphical principle was abandoned.

"When the group came across a discussion line that was in the way of another, they were unable to reorganize the workspace. The group did not use the ability to expand the drawing area downwards."

Discussion¶

Related Claims¶

• The two phases of the argumentative task required different organizing principles, and groups changed or failed to change accordingly — related
• Organizing principles for a shared workspace emerge from implicit negotiation of conventions among group members — a broader claim this one bears on
• Weak initial organization enables experimentation with alternative graphical organizing principles — related
• A shared organizing principle can be established by one member and followed by others, becoming stronger with each application — related
• Recurring functional/conceptual spaces (personal space, shared work area, conclusions, discard) emerged in every interaction, and pairs resisted re-designating designated spaces — related