gdss and groupware technologies

8/17/2019 Gdss and Groupware Technologies

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Many of the decisions in today's workplace are madeby 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

Some times too many decision makers result in either abad decision or no decision at all

Group in term of decision making can be denedas : a collective entity that is independent of theproperties of its members

Multiparticipant decision maker (MDM!: An activityconducted by a collective entity composed of two ormore individuals and characterised in terms of both theproperties 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

Maority decisions

◦ &oncollaborative (eam decision structure: %ormal participants and

single decision maker

&egotiation decisions Maority decisions

)ndividual decision structure


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The structure of an MDM is primarily based on theinteraction and flow of communication among thevarious members.

Communication can be thought as any means by

which information is transmitted to one or moremembers of the MDM.

Basic Types of Networks Structures1. heel Network

!. "hain Network #. "ircle Network $. "ompletely "onnected 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 satisfactionamong the participants.

%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 knowledgeand e'pertise to make the decision.

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

$. The degree of structuredness of the problem conte't.

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

). The probability of acceptance of an autocratic decision.

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

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


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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- individualsatisfaction 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 MDMre&uiring consensus or ma0ority is easier when the si,e issmall.


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

◦

The increased likelihood for certain members of largeMDMs to feel threatened reluctant to participate because thesi,e magnifies the impersonal nature of the problemconte't.

◦

Despite the disadvantages when the si,e of the MDMincreases- in certain situations such as &uantitative 0udgment in statistics- the larger the membership of theMDM- the more likley it is that the results of the 0udgmentmust be made.


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◦ articipant interaction tends to decrease as si,e increase.

◦ ffective or emotional relationships tend to decrease as si,eincreases.

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

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

◦ Despite the disadvantages when the si,e of the MDMincreases- in certain situations such as &uantitative 0udgmentin statistics- the larger the membership of the MDM- the morelikely it is that the results of the 0udgment must be made.


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

◦ The more friendly and cooperative the members of a group-the greater the likelihood that independent critical thinkingwill 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 withthe cost of failure.

$. Tends to eliminate the formation of incident of fallback position.


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◦Tools used in MDM environment to support the processesand activities related to the decision making process.

◦ 5sual group meeting description ;..


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The four basic levels of MDM technology3

1. 7rganisational Decision Support System


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Some of the Gain1. "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 Losses1. "an block the production of ideas.

!. "an produce information overload much faster.

#. >elative collection of speaking time is reduced with MDM si,e$. :ncrease opportunities of socialising over goal focus.


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Types by features offered in support of the multi-participantdecision-making activities:

1. >educe communication barriers.

!. >educe uncertainty and noise.

#. 7rgani,e decision process.


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Types by technology used:

1. ?lectronic boardroom.

!. Teleconference room.

#. 2roup network.

$. :nformation centre .

(. "ollaboration laboratory.

). Decision room.


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Groupare: 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 affectsthat way people communicate with each other- resulting inan improvement in the way people work.

Current market leaders of Groupare:

◦ /otus Notes

◦ Microsoft ?'change◦ 7racle 7ffice◦ 2roupise◦ Team 7ffice

gdss and groupware technologies

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