Chapter 5: Group Decision Support

and Groupware Technologies

Decision Support Systems in the

21st Century, 2nd Edition
by George M. Marakas

Marakas: Decision Support Systems, 2nd Edition © 2003, Prentice-Hall Chapter 5 - 1

5-1: Group Decision Making

MDM – Holsapple suggests we use the term

Multiparticipant Decision Maker
A group is the MDM structure where multiple
decision makers completely interact
A team is the MDM structure where members
advise one decision maker but do not interact
A committee is the MDM structure with a single
decision maker and member interaction

Marakas: Decision Support Systems, 2nd Edition © 2003, Prentice-Hall Chapter 5 - 2

MDM Structure
Group
Multiple
Multiple decision
decision maker
maker with with
complete interaction
complete interaction

Team
Singledecision
Single decision maker
maker with with
No participant interaction
No participant interaction

Committee
Group
Singledecision
Single decision maker
maker with with
Complete
Complete participant interaction
participant interaction

Marakas: Decision Support Systems, 2nd Edition © 2003, Prentice-Hall Chapter 5 - 3

Communication Networks

The wheel network: each participant can

communicate with the decision maker in the
center but not with other participants. This
structure is generally unsatisfying to all
participants except the decision maker
The chain network: participants relay
information only to those immediately
adjacent in the chain. The end members are
not well satisfied.
Marakas: Decision Support Systems, 2nd Edition © 2003, Prentice-Hall Chapter 5 - 4
Communication Networks (cont.)

The circle network: similar to the chain, but

the ends are connected
The completely connected network: no
restriction on communication and interaction
among members. Generally, the most
satisfying type of network to the participants,
but conveying information takes longer and
there is more chance for error.

Marakas: Decision Support Systems, 2nd Edition © 2003, Prentice-Hall Chapter 5 - 5

Communication Networks (cont.)

Wheel Network Circle Network

Chain Network Completely Network

Marakas: Decision Support Systems, 2nd Edition © 2003, Prentice-Hall Chapter 5 - 6

Group Behaviors and Norms

MDMs establish norms that guide the

decision-making process
A norm specifies what group members are
expected to do under given circumstances
Norm “sending” can be through examples,
peer review or sanctioning

Marakas: Decision Support Systems, 2nd Edition © 2003, Prentice-Hall Chapter 5 - 7

Deciding How to Decide

The choice of which MDM structure to use

must be based on several factors associated
with the decision context.
For example, an individual structure would
work where the decision is highly structured
and information is directly available.
A committee structure would be the choice
when the decision maker cannot make the
decision alone.
Marakas: Decision Support Systems, 2nd Edition © 2003, Prentice-Hall Chapter 5 - 8
 Deciding How to Decide
Factor Individual Team Committee Group

High importance  

Decision Maker expertise  

Participant expertise   

High structuredness   

Acceptance critical  

Acceptance probable  

Participant motivation 

Potential for conflict 

Marakas: Decision Support Systems, 2nd Edition © 2003, Prentice-Hall Chapter 5 - 9

5-2: The Problem With Groups

Size: in general, member satisfaction and

cohesiveness decreases with group size. In
large groups, subgroups or internal coalitions
tend to form.
Groupthink: in large groups, people tend to
think in ways that achieve unanimity instead
of creativity.

Marakas: Decision Support Systems, 2nd Edition © 2003, Prentice-Hall Chapter 5 - 10

Other Sociological Issues

Conflict: the desire to be seen as a good

team member can lead to conflict avoidance.
Anonymity: one method used to control
sources of conflict is to allow members to
participate anonymously.
Gender Issues: males and females tend to
place different values on different skills, but
this may be a strength in an MDM setting.

Marakas: Decision Support Systems, 2nd Edition © 2003, Prentice-Hall Chapter 5 - 11

Negotiating and Deciding

The decision may involve multiple viewpoints,

thus creating the need for negotiation.
The design of the support mechanism for the
MDM must accommodate the activities of
negotiation.
These activities include equitable access to
information and support for a wide variety of
communication structures.

Marakas: Decision Support Systems, 2nd Edition © 2003, Prentice-Hall Chapter 5 - 12

5-3: MDM Support Technologies
Organizational DSS – a system that provides
decision support across the organization
Group Support System – technology used to
aid multiple participant efforts
Group DSS – a system designed especially for
support of an MDM
DSS – a system under the control of a decision
maker that provides a set of tools to help
structure the decision-making situation and to
improve effectiveness of the decision outcome.

Marakas: Decision Support Systems, 2nd Edition © 2003, Prentice-Hall Chapter 5 - 13

MDM Support Technologies
Contextual Variable
Task-Related Outcomes
Personal Factor
Characteristics of decision
1. Attitude
1. Quality
2. Abilities
2. Variability of quality over time
3. Individual motives
3. Breadth
4. Background Group Process
Implementation of the decision
Situational Factor Situational Factor
1. Cost
1. Reason for group membership 1. Depth of analysis
2. Ease
2. Stage in group development 2. Participation
3. Commitment of participants
3. Existing social network 3. Consensus reaching
4. Background 4. Time to reach the decision
Attitude of participant toward decision
1. Acceptance
Group Structure Communication Characteristics
2. Comprehension
1. Workgroup norms 1. Clarification effort
3. Satisfaction
2. Power relationship 2. Efficiency of the communication
4. Confidence
3. Status relationship 3. Exchange of information
4. Group cohesiveness 4. Nonverbal communication
5. Density (size, distance) 5. Task-oriented communication
6. Anonymity
7. Facilitator Interpersonal Characteristic
1. Cooperation
Technological Support 2. Domination of a few member
1. Degree
Attitude toward group process
2. Type Structure Imposed by the Technology
1. Satisfaction
2. Willingness to work with
Task characteristics 3. Participants in the future
1. Complexity
2. Nature
3. Degree of uncertainty
Marakas: Decision Support Systems, 2nd Edition © 2003, Prentice-Hall Chapter 5 - 14
Group-Related Outcomes
A Bit of History

The existence of support mechanisms for MDM

activities predates the technology (Churchill’s
cabinet war room and its wall of maps).
The 1960s and 70s saw the addition of slide
projectors and overheads.
The computer was the next logical step in the
1970s and 80s.
Today there are entire facilities (UA and
Claremont) devoted to MDM activities

Marakas: Decision Support Systems, 2nd Edition © 2003, Prentice-Hall Chapter 5 - 15

Objectives of MDM Support
Technologies
Process support mechanisms focus on
facilitating interaction
Process structure mechanisms govern the
communication activities
Task support mechanisms can select,
organize or derive information
Task structure mechanisms provide access to
techniques that filter, combine and analyze
knowledge relevant to the task

Marakas: Decision Support Systems, 2nd Edition © 2003, Prentice-Hall Chapter 5 - 16

Classes/Types of MDM Support
Technology
Classification by feature – DeSanctis and
Gallupe proposed a three-level scheme
based on the features offered:
 Level 1 System: primarily intended to
facilitate communication among members
 Level 2 System: designed to reduce
uncertainty
 Level 3 System: help regulate the decision
process

Marakas: Decision Support Systems, 2nd Edition © 2003, Prentice-Hall Chapter 5 - 17

Classes/Types of MDM Support
Technology (cont.)
Classification by technology – Kraemer and
King focused on the technology applied:
 Electronic Boardroom

 Teleconference Room

 Group Network

 Information Center

 Collaboration Lab

 Decision Room

Marakas: Decision Support Systems, 2nd Edition © 2003, Prentice-Hall Chapter 5 - 18

Groupware

Software designed to support collaboration,

including capturing and storing the information
exchanged
Current market leaders are Lotus Notes and
Domino, Microsoft Exchange, Novell
GroupWise and Oracle Office
Individual tools inside the software suite include
a meeting manager (Lotus Sametime) and
message exchange (Lotus Notes Mail)
Marakas: Decision Support Systems, 2nd Edition © 2003, Prentice-Hall Chapter 5 - 19
A Lotus Sametime Meeting Center Screen

Marakas: Decision Support Systems, 2nd Edition © 2003, Prentice-Hall Chapter 5 - 20

A Typical Lotus Notes Messaging
Screen Layout

Marakas: Decision Support Systems, 2nd Edition © 2003, Prentice-Hall Chapter 5 - 21

Groupware Classification
Ellis, et al proposed a classification system
based on type of support it provides:
1. Messaging systems

2. Conferencing systems

3. Collaborative authoring systems

4. Group DSS

5. Coordination systems

6. Intelligent agent systems

Marakas: Decision Support Systems, 2nd Edition © 2003, Prentice-Hall Chapter 5 - 22

Forces Driving Groupware
Development
Some of the major factors include:
 Increased productivity

 Reduced number of meetings

 Increased automation of routine workflow

 Need for better global coordination

 Availability of widespread networks

Coleman and Khanna list 10 other factors.

Marakas: Decision Support Systems, 2nd Edition © 2003, Prentice-Hall Chapter 5 - 23

5-4: Managing MDM Activities

Some of the more common MDM coordination

methods are:
1. Nominal group technique

2. Delphi technique

3. Arbitration

4. Issue-based information system

5. Nemawashi

Marakas: Decision Support Systems, 2nd Edition © 2003, Prentice-Hall Chapter 5 - 24

Nominal Group Technique

1. Each participant writes down ideas about

what the decision should be.
2. In turn, each participant presents his or her
ideas, which are recorded on a whiteboard.
No discussion occurs here.
3. After all ideas are presented, participants
may question others.
4. Each participant votes on each idea.

Marakas: Decision Support Systems, 2nd Edition © 2003, Prentice-Hall Chapter 5 - 25

Delphi Technique

Essentially the same as nominal group

technique except the participants never meet.
A survey instrument is used to collect initial
input from members.
A second survey is sent with a summary of
the collective results.
These steps repeat until either a consensus
or majority view is reached.

Marakas: Decision Support Systems, 2nd Edition © 2003, Prentice-Hall Chapter 5 - 26

Arbitration

Most appropriate when the members of the

MDM represent opposing factors.
Participants agree that if mutually agreeable
alternatives are not found, an outside
arbitrator will get involved.
The arbitrator then selects the alternative he
or she deems most appropriate.

Marakas: Decision Support Systems, 2nd Edition © 2003, Prentice-Hall Chapter 5 - 27

Issue-Based Information System (IBIS)

A structured argumentation method.

An IBIS is represented as a graph with nodes
and links.
The IBIS begins with selection of a root issue
node, then the various position nodes are
linked to the root.
These position nodes are then evaluated
based on the arguments attached to them.

Marakas: Decision Support Systems, 2nd Edition © 2003, Prentice-Hall Chapter 5 - 28

Nemawashi (widely used in Japan)
1. One or more members of the MDM are
designated as coordinators. The
coordinators then select remaining
participants.
2. Coordinators construct a choice set and
then experts rate the choices.
3. Coordinator selects a choice based on
results in 2.

Marakas: Decision Support Systems, 2nd Edition © 2003, Prentice-Hall Chapter 5 - 29

Nemawashi (cont.)
4. The alternative is circulated; the coordinator
seeks consensus through persuasion and
negotiation.
5. If consensus is reached, coordinators
circulate a document that each MDM
member signs off on.

Marakas: Decision Support Systems, 2nd Edition © 2003, Prentice-Hall Chapter 5 - 30

5-5: The Virtual Workplace

Many worldwide organizations are trading

real estate for collaborative technology.
Work is becoming a thing you do rather than
a place you go.
The biggest changes brought about by the
virtual workplace may be cultural or
sociological rather than technological.

Marakas: Decision Support Systems, 2nd Edition © 2003, Prentice-Hall Chapter 5 - 31