Article Abstract:
Group decision support systems (GDSS) aid in group formulation and solution of unstructured problems through a combination of communication, computing, and decision support technologies. Three levels of GDSS are described from an information-exchange perspective. GDSS research is in the course of evolving from simple 'shell' systems research to consideration of sophisticated rule-based systems. Three GDSS environmental design contingencies are identified: (1) member proximity, (2) group size, and (3) the task that the group confronts. Six GDSS research areas are identified: (1) design; (2) information exchange patterns; (3) mediating influences of participation; (4) effects of interpersonal attraction, group cohesion, and perceived physical proximity; (5) effects on influence and power; and (6) the tradeoff between performance and satisfaction.
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Article Abstract:
Members of a decision-making group employ various techniques to determine a satisfactory course of action. Sometimes they use conventional group decision-making approaches, such as voting, compromise or negotiation, but there are also instances when a central decision-maker has to intervene so that a decision can be reached. Such intervention raises several issues for the decision maker, including the issue of fairness, since it may have different consequences for the members of the group. A successful intervention is one that considers the preferences and tradeoffs of all concerned in the course of action selected. This problem is analyzed using a model for choice among limited options under uncertainty when there are various preferences.
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Article Abstract:
The influence of a general purpose group decision support system (GDSS) on small group conflict management is studied. A model that posits that GDSS impacts are mediated by group interaction processes is tested. Three sets of groups are compared: those using a specific GDSS, groups using a manual version with the same built-in decision structures, and unsupported groups. The GDSS used was the Software Aided Meeting Management (SAMM) system. The results support the model's assumptions and show differences in conflict-management behaviors and the level of conflict observed.
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