In recent years, we have witnessed the emergence of large-scale centers of command and control that bring together a range of personnel from various services responsible for the management of day-to-day incidents and events. These multicenter control rooms stand in marked contrast to what Suchman termed ‘centers of coordination’ (Suchman 1997), which have typically formed the focus of much research within HCI and Computer supported co-operative work (CSCW). In this paper, we explore the practices and technical resources within one of these very large multicenter control rooms. Staff in this control room do collaborate with colleagues who are copresent, but there is little reliance on the subtle interactional practices found in earlier studies. However, one information system is critical for collaboration and managing incidents that arise: the information system that is used to record incidents. Unlike in previous settings where records were made after an incident had taken place, these records are used for the concurrent management of activities. We consider the practices through which staff assemble these records to serve the demands of different individuals, with differing responsibilities in various organizations within the control room. We consider instances of copresent collaboration and suggest that these are often to ameliorate problems with the records rather than supporting real-time colocated activities. Although staff may be copresent in these multicenter control rooms, they have different kinds of technological resources available to them, and a different ‘division of labor.’ This can undermine the integration of these resources within forms of work. We conclude by discussing the implications for our understanding of copresent work and also for the methods and approaches we can draw upon for understanding these contemporary workplaces.

近年来，我们目睹了大型指挥和控制中心的出现，这些指挥和控制中心汇集了来自各种部门的各种人员，负责日常事件和事件的管理。这些多中心控制室与Suchman所谓的“协调中心”（Suchman 1997）形成鲜明对比，后者通常已成为HCI和计算机支持的合作工作（CSCW）内许多研究的重点。在本文中，我们将探索这些大型多中心控制室之一中的实践和技术资源。该控制室中的员工确实与共同出席的同事进行协作，但是很少依赖早期研究中发现的微妙的互动实践。但是，一个信息系统对于协作和管理出现的事件至关重要：用于记录事件的信息系统。与以前的设置不同，以前的设置是在事件发生后进行记录，而这些记录用于活动的并行管理。我们考虑了员工整理这些记录以服务于不同个人的需求的实践，这些行为在控制室的各个组织中承担着不同的责任。我们考虑共同演示协作的实例，并建议这些示例通常是为了改善记录问题，而不是支持实时共处活动。尽管员工可能会在这些多中心控制室中共同出席会议，但他们拥有各种可用的技术资源和不同的“劳动分工”。这可能会破坏这些资源在工作形式中的整合。