Chapter 10

COLLABORATIVE
COMPUTER-
SUPPORTED
TECHNOLOGIES AND
GROUP SUPPORT
SYSTEMS
Learning Objectives
• Understand the basic concepts and processes of
groupwork, communication, and collaboration
• Describe how computer systems facilitate
communication and collaboration in an enterprise
• Explain the concepts and importance of the
time/place framework
• Explain the underlying principles and capabilities
of groupware, such as group support systems
(GSS)
Learning Objectives
• Understand the concepts of process gain,
process loss, task gain, and task loss and explain
how GSS introduces, increases, or decreases
each of them
• Describe indirect support for decision making,
especially in synchronous environments
• Become familiar with the GSS products of the
major vendors, including Lotus, Microsoft,
WebEx, and Groove
• Understand the concept of GDSS and describe
how to structure an electronic meeting in a
decision room
Learning Objectives
• Describe the three settings of GDSS
• Describe specifically how a GDSS uses
parallelism and anonymity and how they lead to
process/task gains and losses
• Understand how the Web enables collaborative
computing and group support of virtual meetings
• Describe the role of emerging technologies in
supporting collaboration
• Define creativity and how it can be facilitated by
computers
Making Decisions in Groups:
Characteristics, Process,
Benefits, and Dysfunctions
• Groupwork
Any work being performed by more than
one person
Making Decisions in Groups:
Characteristics, Process,
Benefits, and Dysfunctions
• Characteristics of groupwork
– A group performs a task (sometimes decision
making, sometimes not)
– Group members may be located in different
places
– Group members may work at different times
– Group members may work for the same
organization or for different organizations
– A group can be permanent or temporary
– A group can be at one managerial level or can
span several levels
Making Decisions in Groups:
Characteristics, Process,
Benefits, and Dysfunctions
• Characteristics of groupwork
– There can be synergy (leading to process and task gains)
or conflict in groupwork
– There can be gains and/or losses in productivity from
groupwork
– The task may have to be accomplished very quickly
– It may be impossible or too expensive for all the team
members to meet in one place, especially when the
group is called for emergency purposes
– Some of the needed data, information, or knowledge may
be located in many sources, some of which may be
external to the organization
Making Decisions in Groups:
Characteristics, Process,
Benefits, and Dysfunctions
• Characteristics of groupwork
– The expertise of non-team members may be
needed
– Groups perform many tasks; however, groups
of managers and analysts frequently
concentrate on decision making
– The decisions made by a group are easier to
implement if supported by all (or at least most)
members
Making Decisions in Groups:
Characteristics, Process,
Benefits, and Dysfunctions
• The group decision-making process
– The decision situation is important, so it is
advisable to make it in a group in a meeting
– A meeting is a joint activity engaged in by a
group of people typically of equal or nearly
equal status
– The outcome of a meeting depends partly on
the knowledge, opinions, and judgments of its
participants and the support they give to the
outcome
Making Decisions in Groups:
Characteristics, Process,
Benefits, and Dysfunctions
• The group decision-making process
– The outcome of a meeting depends on the
composition of the group and on the decision
making process the group uses.
– Differences in opinions are settled either by the
ranking person present or, often, through
negotiation or arbitration
Making Decisions in Groups:
Characteristics, Process,
Benefits, and Dysfunctions
• The group decision-making process
– The members of a group can be in one place,
meeting face-to-face, or they can be a virtual
team, in which case they are in different places
while in a meeting
• Virtual team
A team whose members are in different places
while in a meeting together
– The process of group decision making can
create benefits as well as dysfunctions
Making Decisions in Groups:
Characteristics, Process,
Benefits, and Dysfunctions
• The benefits and limitations of groupwork
– Process gains
In GSS, improvements in the effectiveness of the
activities of a meeting
– Process losses
In GSS, degradation in the effectiveness of the
activities of a meeting
– Groupthink
In a meeting, continual reinforcement of an idea
by group members
Making Decisions in Groups:
Characteristics, Process,
Benefits, and Dysfunctions
• Improving the meeting process
– Nominal group technique (NGT)
A simple brainstorming process for
nonelectronic meetings
– Delphi method
A qualitative forecasting methodology using
anonymous questionnaires. Effective for
technological forecasting and for forecasting
involving sensitive issues
Supporting Groupwork
with Computerized Systems
• Overview of computerized support for
groupwork
– The Web supports intra- and
interorganizational collaborative decision
making through collaboration tools and access
to data, information, and knowledge from
inside and outside the organization
Supporting Groupwork
with Computerized Systems
• Overview of computerized support for
groupwork
– Intranets sustain intraorganizational networked
decision support
– Extranets link people and teams from different
organizations together
Supporting Groupwork
with Computerized Systems
Supporting Groupwork
with Computerized Systems
• Time/place framework
– Synchronous (real-time)
Occurring at the same time
– Asynchronous
Occurring at different times
Supporting Groupwork
with Computerized Systems
• Time/place framework
– The time and place combination can be
viewed as a four-cell matrix or framework:
1. Same time/same place
2. Same time/different place
3. Different time/same place
4. Different time/different place (any time, any place)
Supporting Groupwork
with Computerized Systems
• What computers can and cannot do
– Modern Web-based information technologies
provide an inexpensive, fast, capable, and
reliable means of supporting communications
– Computerized communication methods do
not transmit most of our nonverbal cues
Tools for Indirect Support
of Decision Making
• Groupware tools
– Groupware
Computerized technologies and methods that aim to
support the work of people working in groups
– Synchronous products
• Web conferencing
• Instant messaging (IM)
• Voice over IP (VoIP)
– Asynchronous products
• E-mail
• Wikilogs
• Online workspaces
Tools for Indirect Support
of Decision Making
• Groupware tools
– Virtual meeting systems
• Virtual meetings
Online meetings whose members are in different
locations, even in different countries
Tools for Indirect Support
of Decision Making
• Real-time collaboration tools
– Real-time collaboration (RTC) tools help
companies bridge time and space to make
decisions and collaborate on projects
– RTC tools are used in:
• Distance training
• Product demonstrations
• Customer support
• E-commerce
• Sales applications
Tools for Indirect Support
of Decision Making
• Real-time collaboration tools
– Electronic teleconferencing
• Teleconferencing
The use of electronic communication that allows
tow or more people at different locations to have a
simultaneous conference
• Video teleconferencing (videoconferencing)
Virtual meeting in which participants in one
location can see participants at other locations on
a large screen or a desktop computer
Tools for Indirect Support
of Decision Making
– Electronic teleconferencing
• Data conferencing
Virtual meeting in which geographically dispersed
groups work on documents together and
exchange computer files during videoconferences
• Web conferencing is conducted on the Internet for
as few as two and for as many as thousands of
people allowing users to simultaneously view
something on their computer screens; interaction
takes place via messaging or a simultaneous
phone teleconference
Tools for Indirect Support
of Decision Making
• Real-time collaboration tools
– Interactive whiteboards
– Screen sharing
Software that enables group members, even
in different locations, to work on the same
document, which is shown on the PC screen
of each participant
– Instant video
Tools for Indirect Support
of Decision Making
• Support of asynchronous communication
– E-mail
– Short message service (SMS) wireless
messages
– Blogs
– Wikis
Tools for Indirect Support
of Decision Making
• Support of asynchronous communication
– Online (electronic) workspace
Online screens that allow people to share
documents, files, project plans, calendars,
etc., in the same online place, though not
necessarily at the same time
Integrated Groupware Suites

• A software suite is created when several

products are integrated into one system
• Integrating several technologies can save
time and money for users
– Electronic brainstorming
A computer-supported methodology of idea
generation by association. This group
process uses analogy and synergy
Integrated Groupware Suites

• Lotus Notes/Domino and Lotusphere

• Microsoft Netmeeting and Live Meeting
• Groove Networks
• WeBex Meeting Center and PlaceWare
Conference Center
Supporting Groupwork
with Computerized Systems
Integrated Groupware Suites

• Enterprise-wide collaboration systems

(EMS)
An information technology–based
environment that supports group
meetings (groupware), which may be
distributed geographically and temporally
Direct Computerized Support for
Decision Making: From GDSS to GSS
• Group decision support systems
(GDSS)
An interactive computer-based system
that facilitates the solution of
semistructured and unstructured
problems by a group of decision makers
Direct Computerized Support for
Decision Making: From GDSS to GSS
• Group support system (GSS)
Information systems that support the work
of groups (communication, decision
making) generally working on
unstructured or semistructured problems
• Electronic meeting systems (EMS)
An information technology-based
environment that supports group
meetings (groupware), which may be
distributed geographically and temporally
Direct Computerized Support for
Decision Making: From GDSS to GSS
• How GDSS (or GSS) improves groupwork
– Parallelism
In a group-support system, a process gain in
which everyone in a group can work
simultaneously (in brainstorming, voting,
ranking, etc.)
Direct Computerized Support for
Decision Making: From GDSS to GSS
• GDSS (or GSS):
– Supports parallel processing of information
and idea generation (parallelism).
– Enables the participation of larger groups
with more complete information, knowledge,
and skills.
– Permits the group to use structured or
unstructured techniques and methods.
Direct Computerized Support for
Decision Making: From GDSS to GSS
• GDSS (or GSS):
– Offers rapid, easy access to external
information
– Allows parallel computer discussions.
– Helps participants frame the big picture.
– Anonymity allows shy people to contribute to
the meeting
– Anonymity helps prevent aggressive
individuals from driving a meeting
Direct Computerized Support for
Decision Making: From GDSS to GSS
• GDSS (or GSS):
– Provides for multiple ways to participate in
instant, anonymous voting
– Enables several users to interact
simultaneously
– Records all information presented at a
meeting
Direct Computerized Support for
Decision Making: From GDSS to GSS
• Facilities for GDSS
– Decision room
An arrangement for a group support system
in which PCs are available to some or all
participants. The objective is to enhance
groupwork
– Multiuse facilities
– Internet/intranet-based systems
Direct Computerized Support for
Decision Making: From GDSS to GSS
• Facilities for GDSS
– Which GSS Facility to Use?
• In decision rooms and multiuse facilities a trained
facilitator is necessary to coordinate and facilitate
the meetings
• Internet/intranet-based systems are most
frequently used because they avoid the high cost
of constructing a facility, finding an experienced
facilitator, and the need to have participants
connect from other locations at any time
Products and Tools for GDSS/GSS
and Successful Implementation
• Organizing a GSS session—Face-to-face,
same time/same place electronic meetings
generally follow a common progression
1. The group leader meets with the facilitator to plan the
meeting—select the software tools and develop an
agenda
2. The participants meet in the decision room, the
leader poses a question or problem to the group
3. The participants type their ideas or comments (i.e.,
brainstorm), and the results are displayed publicly
Products and Tools for GDSS/GSS
and Successful Implementation
• Organizing a GSS session
4. The facilitator, using idea organization
software, searches for common themes,
topics, and ideas and organizes them into
rough categories, the results are publicly
displayed
5. The leader starts a discussion, the
participants prioritize the ideas
6. The top 5 or 10 topics are sent to idea-
generation software following a discussion;
the process can be repeated or a final vote
can be taken
Products and Tools for GDSS/GSS
and Successful Implementation
Products and Tools for GDSS/GSS
and Successful Implementation
• GSS success factors
– Organizational commitment
– An executive sponsor
– An operating sponsor
– User involvement and training
– A user-seductive interface
Products and Tools for GDSS/GSS
and Successful Implementation
• GSS success factors
– Crafting a collaborative culture—three steps
toward creating a work environment that
supports collaboration
1. Know what you want
2. Determine resource constraints
3. Determine what technologies can be used to
overcome resource constraints
Products and Tools for GDSS/GSS
and Successful Implementation
• Implementation issues for online
collaboration
– To connect business partners, an organization
needs an effective collaborative environment;
provided by groupware suites
– The need to connect collaborative tools with file
management products on an organization's
intranet
– Automatic language translation
– Protocols are needed for easy integration of
different applications and to standardize
communication
Emerging Collaboration Tools:
From VoIP to Wikis
• Voice over IP (VoIP) (Internet
telephony)
Communication systems that transmit
voice calls over Internet Protocol-based
networks
Emerging Collaboration Tools:
From VoIP to Wikis
• Voice over IP (VoIP)
– Benefits of VoIP for business
• Allows CIOs to explore different deployment
options for company’s communications needs
• Lowers total cost of ownership
• Lowers operational costs
• Reduces hardware requirements on the server side
for certain applications
• Provides a holistic approach to security
• Helps streamline workflows
• Enables optimized conferencing tools to replace
business travel
Emerging Collaboration Tools:
From VoIP to Wikis
• Voice over IP (VoIP)
– Benefits of VoIP for users
• Eliminates unwanted interruptions and
unproductive actions by intelligently filtering
communications
• Speed decision making by providing access to real-
time presence information,
• Initiates ad hoc conferencing/collaboration sessions
• Enables participation in conferencing sessions
quickly and easily via a variety of mobile devices
Emerging Collaboration Tools:
From VoIP to Wikis
• Collaborative workflow
– Wiki
A piece of server software available in a Web
site that allows users to freely create and edit
Web page content using any Web browser
– Wikilog
A blog that allows everyone to participate as a
peer; any one may add, delete, or change
content
Emerging Collaboration Tools:
From VoIP to Wikis
• Collaboration hubs
The central point of control for an e-
market. A single c-hub, representing one
e-market owner, can host multiple
collaboration spaces (c-spaces) in which
trading partners use c-enablers to
exchange data with the c-hub
Emerging Collaboration Tools:
From VoIP to Wikis
• Collaborative networks
– In a collaborative network, partners at any
point in the network can interact with each
other, bypassing traditional partners
• Corporate (enterprise) portal
A gateway for entering a corporate Web
site, enabling communication,
collaboration, and access to company
information
Collaborative Efforts in Design,
Planning, and Project Management
• Collaborative design and product
development
– During product development, engineering and
design drawings can be shared over a secure
network among the contract firm, testing
facility, marketing firm, and downstream
manufacturing and service companies
Collaborative Efforts in Design,
Planning, and Project Management
• Collaborative planning, forecasting,
and replenishment (CPFR)
Project in which suppliers and retailers
collaborate in their planning and demand
forecasting to optimize the flow of
materials along the supply chain
• Vendor-managed inventory (VMI)
The practice of retailers making suppliers
responsible for determining when to order
and how much to order
Collaborative Efforts in Design,
Planning, and Project Management
Collaborative Efforts in Design,
Planning, and Project Management
• Project management
– Developing large-scale projects requires
collaboration of a large number of units and
individuals inside and outside an organization
– Effective and efficient communication and
collaboration is a must
Creativity, Idea Generation,
and Computerized Support
• Creativity
– Personality-related creativity traits include:
• Inventiveness
• Independence
• Individuality
• Enthusiasm
• Flexibility
Creativity, Idea Generation,
and Computerized Support
• Creativity
– Creativity can be learned and improved”
• Some specific creativity measures in brainstorming:
– The quantitative (number of ideas)
– The qualitative (quality of ideas) components
• Stimulation by other creative people in the
environment can push a group forward
• Stimulation can come directly from exciting ideas
developed as a consequence of association among
creative people
• Stimulation may even come from friction among
employees
Creativity, Idea Generation,
and Computerized Support
• Idea generation through electronic
brainstorming
– Idea generation
The process by which people generate ideas,
usually supported by software; for example,
developing alternative solutions to a problem
– With collaborative computing-support tools,
the individuals do all the thinking, and the
software system encourages them to proceed
Creativity, Idea Generation,
and Computerized Support
• Creativity-enhancing software
– Computer programs that exhibit creative
behavior
– Electronic idea generation for problem solving
– Software that facilitates human creativity