Page 225 - 6484

[8]
Research shows that consensus can lead to better accuracy, and it helps members
[9]
feel greater satisfaction with decisions and to have greater acceptance. However,
groups take longer with this approach and groups that cannot reach consensus
become frustrated. [10]

Group decision support systems (GDSS) are interactive computer-based
systems that are able to combine communication and decision technologies to help
groups make better decisions. Organizations know that having
effective knowledge management systems to share information is important.
Research shows that a GDSS can actually improve the output of group collaborative
work through higher information sharing. [11] Organizations know that having
effective knowledge management systems to share information is important, and their
spending reflects this reality. According to a 2002 article, businesses invested $2.7
billion into new systems in 2002 and projections were for this number to double
every five years. As the popularity of these systems grows, they risk becoming
counterproductive. Humans can only process so many ideas and information at one
time. As virtual meetings grow larger, it is reasonable to assume that information
overload can occur and good ideas will fall through the cracks, essentially recreating
a problem that the GDSS was intended to solve that is to make sure every idea is
heard. Another problem is the system possibly becoming too complicated. If the
systems evolve to a point of uncomfortable complexity, it has recreated the problem
of the bully pulpit and shyness. Those who understand the interface will control the
narrative of the discussion, while those who are less savvy will only be along for the
ride. [12] Lastly, many of these programs fail to take into account the factor of human
psychology. These systems could make employees more reluctant to share
information due to lack of control, lack of immediate feedback, the fear of “flaming”
or harsher than normal criticism, and the desire to have original information hence
more power. [13]
Decision trees are diagrams in which answers to yes or no questions lead
decision makers to address additional questions until they reach the end of the tree.
Decision trees are helpful in avoiding errors such as framing bias. [14] Decision trees
tend to be helpful in guiding the decision maker to a predetermined alternative and
ensuring consistency of decision making—that is, every time certain conditions are
present, the decision maker will follow one course of action as opposed to others if
the decision is made using a decision tree.
Figure 11.16

225