Gdss and Groupware Technologies

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 _{Many of the decisions in today's workplace are made} by groups of individuals

 _{Groups bring many advantages to the choice process:} ◦ Multiple source of knowledge and experience

◦ A wider variety of prospectives

◦ Potential synergy associated with collaborative activity

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Some times too many decision makers result in either a bad decision or no decision at all

 _{Group in term of decision making can be dened}_{Group in term of decision making can be dened}

as

as :: a collective entity that is independent of the properties of its members

 _{Multiparticipant decision maker (MDM}_{Multiparticipant decision maker (MDM}_{!: An activity} conducted by a collective entity composed of two or more individuals and characterised in terms of both the properties of the collective entity and of its individual members

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_{"ecision structure# two types:}

◦ $ollaborative

 Group decision structure: %ormal participants and multiple decision maker

 &egotiation decisions  Maority decisions

◦ &oncollaborative

 (eam decision structure: %ormal participants and single decision maker

 &egotiation decisions  Maority decisions

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_{The structure of an MDM is primarily based on the}

interaction and flow of communication among the

various members.

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_{Communication}

_{can be thought as any means by}

which information is transmitted to one or more

members of the MDM.

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_{Basic Types of Networks Structures}

1. heel Network

!. "hain Network

#. "ircle Network

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_{%ighly "entralised}

◦ They are efficient to routine and recurring decisions.

◦ They tend to strengthen the leadership position of the central members.

◦ They tend to result in a stable set of interactions among the participants.

◦ They tend to produce lower average levels of satisfaction among the participants.

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_{%ighly Decentralised}

◦ They tend to produce higher average levels of satisfaction among participants.

◦ They facilitate nonroutine or nonrecurring decisions. ◦ They promote innovation and creative solutions.

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1. The importance of the &uality of the decision.

!. The e'tent to which the decision maker possess the knowledge

and e'pertise to make the decision.

#. The e'tent to which potential participants have the necessary

information.

$. _{The degree of structuredness of the problem conte't.}

(. The degree to which the acceptance or commitment is critical to

successful implementation.

). The probability of acceptance of an autocratic decision.

*. The degree of motivation among the participants to achieve the

organisational goals.

+. The degree of potential conflicts among the participants over a

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1.

Size

◦ The most widely studied and conse&uential component of group decision making.

◦ Studies show that as the si,e of a group increases- individual satisfaction tends to decrease.

s the si,e increases- the less active members tend to become noticeably less productive.

 /ogic suggests that the management of an MDM

re&uiring consensus or ma0ority is easier when the si,e is small.

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◦ Member cohesiveness decreases as MDM si,e increases. hen membership is high- subgroups and internal coalitions tend to form that serve redirect the focus of the participant away from the common goal.

◦ The increased likelihood for certain members of large

MDMs to feel threatened reluctant to participate because the si,e magnifies the impersonal nature of the problem

conte't.

◦ Despite the disadvantages when the si,e of the MDM increases- in certain situations such as &uantitative 0udgment in statistics- the larger the membership of the

MDM- the more likley it is that the results of the 0udgment must be made.

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◦ articipant interaction tends to decrease as si,e increase. ◦ ffective or emotional relationships tend to decrease as si,e

increases.

◦ "entral- dominant leadership tend to increase as si,e increases.

◦ "onflicts is resolved with political rather than analytical solutions as si,e increases.

◦ Despite the disadvantages when the si,e of the MDM

increases- in certain situations such as &uantitative 0udgment in statistics- the larger the membership of the MDM- the more likely it is that the results of the 0udgment must be made.

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!. 2roupthink3 a mode of thinking that people engage in when they are deeply involved in a cohesive in4group.

◦ The more friendly and cooperative the members of a group-the greater group-the likelihood that independent critical thinking will be suspended in deference to group norms.

 _{5nfavourable outcomes associated with 2roupthink}

1. Tends to prevent a complete open4mind analysis of opportunities in the development of ob0ectives.

!. %olds back a meaningful search for information and tends to bias any searches toward a self fulfilling selectivity.

#. /imits the participant6s ability to appraise possibilities associated with the cost of failure.

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#. 7ther Social issues ◦ Conflict

 The desire to be viewed as a 8good9 member and to be accepted by the other participants often leads to conflict avoidance.

 Natural group dynamics such as struggle of power can result in some form of conflict.

◦ Anonymity

 7ne common method used to control sources of potential conflict and to support other MDM processes is participant anonymity- i.e. vote.

 :n many cases anonymity results in the generation of more and better information.

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◦ Tools used in MDM environment to support the processes and activities related to the decision making process. ◦ 5sual group meeting description ;.. <Gray 1981=. ◦ New technologies and telecommunications ;; ◦ MDM support technologies can be classified based on

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Thefourfour basic levels of MDM technology3

1. 7rganisational Decision Support System <ODSSODSS=3  comple' system of computer based technologies4 including those that facilitate communication4 that provides support for decision makers.

!. 2roup Support Systems <GSSGSS=3  collective of computer based technologies used to aid MDM in identifying and addressing problems- opportunities- and issues.

#. 2roup Decision support System <GDSSGDSS=3 collective of computer based technologies designed to support the activities and processes related to MDM.

$. Decision Support System <DSSDSS=3 a computer program under the control of one or more persons that provides staff within

organisations with support tools capable of enhancing the results of the decision making process.

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Some of the Gain

1. "ollective has greater knowledge than a single participant.

!. llows for synergistic results.

#. :nteraction stimulates the generation of knowledge.

$. articipants can improve individual performance through learning from others.

Some of the Losses

1. "an block the production of ideas.

!. "an produce information overload much faster.

#. >elative collection of speaking time is reduced with MDM si,e

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T

Types by features offered in support ypes by features offered in support of the multi-participantof the multi-participant decision-making activities:

decision-making activities: 1. >educe communication barriers.

!. >educe uncertainty and noise.

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T

Types by technology ypes by technology used:used: 1. ?lectronic boardroom. !. Teleconference room. #. 2roup network. $. :nformation centre . (. "ollaboration laboratory. ). Decision room.

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Groupare

Groupare::  particular type of MDM support technology

specifically focused on issues related to collaborative processes among people. @ou can think of it as a tool that-when deployed and used appropriately- positively affects that way people communicate with each other- resulting in an improvement in the way people work.

Current market leaders of

Current market leaders of GroupareGroupare:: ◦ /otus Notes

◦ Microsoft ?'change ◦ 7racle 7ffice

◦ 2roupise ◦ Team 7ffice