Collective Form: An Exploration of Large-Group Writing 1998 Outstanding Researcher Lecture
Whether a mind forms in large-group writing in the workplace is the focus of this article originally given as the 1998 ABC Outstanding Researcher Lecture. This article is based on a five-year ethnographic study that describes and analyzes a three-month group writing process that created a computer service-level agreement, involving a 20-person cross-functional core more than 100 other collaborators at a major corporation. The article discusses collective in two senses: First, a document's evolving form or superstructure produced a schema that allowed the group through a process of equilibration (Piaget, 1981) to adopt outsider boilerplate into a more situated general model and then into a situated document. Second, architectural forms motivated and molded group activity in several ways. To combat group apathy, the leaders appropriated an in-demand meeting room for the project, positioning the project as high-status in the center of the workflow. Group leaders prominently displayed a task completion check-off chart that, in a downsizing environment, helped both to coordinate group activity and to encourage completion. Keywords: Collaborative Writing, Collective Mind, Cross-functional Groups, Large Group, Team Management. Trends ends in business and government affect the very nature of writing in those environments, as Tebeaux has noted (1996). One of the most widespread and genuinely altering trends, brought on by global competition, is the move in the 1980's and 1990's of U.S. companies from taskfocused to process-focused management, often through the managerial approaches of total quality management and/or reengineering. For example, the tasks involved in order fulfillment, such as taking the order, entering it into a database, checking the customer's credit, and so forth, are not in isolation valuable to the customer. Yet before process-focused management (and even today in too many cases), management focused only upon how many orders were taken, how many credit checks were conducted, and so forth, in isolation from the rest of the process. But only when these tasks are integrated do they create value (Hammer, 1996, p. 5). The continuous improvement or fundamental redesign of business processes in organizations requires much writing, first, to identify these complex processes; second, to design incremental or radical improvements; and third, to implement the changes. Because these business processes typically span many departments in a company, their documentation and adjustment or reinvention often creates the need for a large-group writing effort. Ede and Lunsford have defined group writing as writing done in collaboration with one or more persons (1990, pp. 15-16). Large-group dynamics begin when the number of group members exceeds 15-20, as Gilmore and Barnett note (1992, p. 539). Although researchers have studied many small collaborative writing groups, only two studies have focused upon any kind of large group collaborative writing (Mclsaac & Aschauer, 1990; Kleimann, 1989). Mclsaac and Aschauer discuss other important topics (e.g., writing in engineering and persuasive strategies) as much as they do large-group collaboration. Kleimann (1989) focuses upon the review of documents by large groups in the workplace. Thus no one has described in depth a collaboration in which a large group had input into the planning and/or writing that went into the first complete draft of a document. Beyond that, no study has described the training of leaders and their facilitation of concurrent collaborative subgroups working on a large document. Noting this incomplete information on large-group writing, Association of Business Communication Outstanding Researcher Janis Forman (1991, p. 247) called for more research in this area. This study begins to fill that gap. This article comes from a larger ethnographic study describing and analyzing a three-month group writing process involving a 20-person cross-functional core group and over 100 more than collaborators at Montmanche Corporation (pseudonym), a major corporation. …
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