Collaborative Computing Technologies:

1
CHAPTER 7

• Collaborative Computing Technologies
• Group Support Systems

2
Collaborative Computing Technologies Group
Support Systems

• People
• Perform groupwork
• Need to collaborate
• Need to communicate

3
7.1 Opening Vignette Chrysler SCORES with
Groupware

• Chrysler used groupware to enhance collaboration
  and communication with suppliers
• Identify waste in the Value Chain
• Eliminate the waste

4
Solution

• Lotus Notes Application
• Extended Enterprise System
• Incentives for suppliers to contribute
• Vendor relationship system
• Provides a competitive advantage

5
SCORE Benefits

• Enhanced relationships with suppliers
• Better-quality purchasing practices
• Better quality product
• Lower costs (in 2000 2 billion)

6
7.2 Groupwork Characteristics

• Group performs a task
• Different places
• Different times
• Same or different organizations
• Permanent or temporary

7
More Characteristics

• Span managerial levels
• Synergy or conflict
• Productivity gains / losses
• Quick response may be required
• Hard to meet in one place
• Multiple sources of knowledge
• External expertise

8
Anytime / Anyplace Collaboration

• Enabled by Web
• Low cost PCs

9
Meetings

• Joint activity
• Equal or near equal status
• Outcome depends on participants knowledge, etc.
• Outcome depends on group composition
• Outcome depends on decision-making process
• Disagreement settled by rank or negotiation

10
Groupware

• To support groupwork / meetings
• Computer-supported cooperative work (CSCW)
• Software that provides collaborative support to
  groups

11
7.3 Communication Support

• Vital
• Needed for collaboration
• Modern information technologies provide
  inexpensive, fast, capable, reliable means of
  supporting communication
• Internet / Web

12
Supporting Communication

• Word of mouth
• Delivery persons
• Horseback
• Snailmail
• Telegraph
• Telephone
• Radio
• Television
• Videoconferencing
• Internet / Web

13
Nonverbal Communication

• Important issue
• Not captured by most communication systems

14
7.4 Supporting Collaboration (CSCW)

• People work together
• Group Support Systems (GSS)
• Groupware
• Electronic meeting systems
• Electronic conferencing systems

15
A Time/Place Framework

• Same Time / Same Place
• Decision Room
• Same Time / Different Place
• Video Conference
• Different Time / Same Place
• via Internet
• Different Time / Different Place

16
Time/Place Communication Framework
Different Time
Same Time
GSS in a Decision Room Web-based GSS Workflow
management system Document sharing Email, Vmail
GSS in a Decision Room Web-based GSS Multimedia
Presentation Systems Whiteboard Document sharing
Same Place
Web-based GSS Whiteboard Email, Vmail Workflow
management system Document sharing Computer
conferencing with memory
Web-based GSS Whiteboard Document
sharing Videoconferencing Audioconferencing Comput
er conferencing Email, Vmail
Different Place
17
Groupware

• Lotus Notes / Domino Server
• Includes Learning Space
• Netscape Collabra Server
• Microsoft NetMeeting
• Novell Groupwise
• GroupSystems
• TCBWorks
• WebEx

18
7.5 Group Support Systems

• Goal to support groupwork
• Increase benefits / decrease losses of
  collaboration
• Based on
• Nominal Group Technique
• Delphi Method
• Electronic Meeting System (EMS)

19
Cognitive Biases

• Suggests decision makers use heuristics to deal
  with bounded rationality.
• A heuristic is a rule of thumb to deal with
  complex situations.
• If the heuristic is wrong, however, then poor
  decisions result from its use.
• Systematic errors can result from use of an
  incorrect heuristic.
• These errors will appear over and over since the
  rule used to make decision is flawed.

20
Types of Cognitive Biases
Prior Hypothesis
Representativeness
Cognitive Biases
Illusion of Control
Escalating Commitment
21
Types of Cognitive Biases

• Prior hypothesis bias manager allows strong
  prior beliefs about a relationship between
  variables and makes decisions based on these
  beliefs even when evidence shows they are wrong.
• Representativeness decision maker incorrectly
  generalizes a decision from a small sample or one
  incident.
• Illusion of control manager over-estimates their
  ability to control events.
• Escalating commitment manager has already
  committed considerable resource to project and
  then commits more even after feedback indicates
  problems.

22
Group Decision Making

• Many decisions are made in a group setting.
• Groups tend to reduce cognitive biases and can
  call on combined skills, and abilities.
• There are some disadvantages with groups
• Group think biased decision making resulting
  from group members striving for agreement.
• Usually occurs when group members rally around a
  central manger? idea (CEO), and become blindly
  committed without considering alternatives.
• The group tends to convince each member that the
  idea must go forward.

23
Improved Group Decision Making

• Devil? Advocacy one member of the group acts as
  the devil? advocate and critiques the way the
  group identified alternatives.
• Points out problems with the alternative
  selection.
• Dialectical inquiry two different groups are
  assigned to the problem and each group evaluates
  the other group? alternatives.
• Top managers then hear each group present their
  alternatives and each group can critique the
  other.
• Promote diversity by increasing the diversity in
  a group, a wider set of alternatives may be
  considered.

24
Devil? Advocacy Vs Dialectic Inquiry
Devil? Advocacy
Dialectic Inquiry
Alter. 1
Alter. 2
Presentation of alternative
Critique of alternative
Debate the two alternatives
Reassess alternative accept, modify, reject
Reassess alternatives accept 1 or 2, combine
25
The Nominal Group Technique (NGT)

• (Delbec and Van de Ven)
• NGT Sequence of activities
• 1. Silent generation of ideas in writing
• 2. Round-robin listing of ideas on a flip chart
• 3. Serial discussion of ideas
• 4. Silent listing and ranking of priorities
• 5. Discussion of priorities
• 6. Silent re-ranking and rating of priorities
• Procedure is superior to conventional discussion
  groups in terms of generating higher quality,
  greater quantity, and improved distribution of
  information on fact-finding tasks

26

• NGT success depends on
• Facilitator quality
• Participants Training
• NGT does not solve several process losses
• Fearing to speak
• Poor planning
• Poor meeting organization
• Compromises
• Lack of appropriate analysis

27
The Delphi Method

• (RAND Corporation)
• Goal - To eliminate undesirable effects of
  interaction among group members
• Experts do not meet face-to-face

28
Delphi Method Steps

• 1. Each expert provide an individually written
  assignment or opinion
• 2. Delphi coordinator edits, clarifies and
  summarizes the raw data
• 3. Provide anonymous feedback to all experts
• 4. Second round of issues or questions
• 5. Etc. Get more specific in each iteration,
  leading to consensus or deadlock

29
Delphi Method Benefits

• Anonymity
• Multiple Opinions
• Group Communication
• Plus, Avoids
• Dominant Behavior
• Groupthink
• Stubbornness

30
Important Features

• Parallelism
• Anonymity
• Lead to process gains and task gains

31
GSS Process Gains

• Parallel information processing / flow
• Larger groups can participate
• Rapid computer discussions
• Quiet people can participate equally
• Noisy people cant strongly drive meeting
• Saves travel time (millions / year)

32
GSS Process Losses

• Free-riding
• Flaming

33
7.6 GSS Technologies

• Decision room
• Multiple use facility
• Web-based

34
The Decision (Electronic Meeting) Room

• 12 to 30 networked personal computers
• Usually recessed
• Server PC
• Large-screen projection system
• Breakout rooms
• Need a Trained Facilitator for Success

35
Cool Rooms
US Air Force
Source Groupsystem.com, Tuscon, AZ,
www.groupsystems.com
36
Cool Rooms
IBM Corp.
Source Groupsystem.com, Tuscon, AZ,
www.groupsystems.com
37
Cool Rooms
Murraysville School District Bus
Source Groupsystem.com, Tuscon, AZ,
www.groupsystems.com
38
Few OrganizationsUse Decision Rooms

• High Cost
• Need for a Trained Facilitator
• Software Support for Cooperative Tasks, NOT
  Conflict Issues
• Infrequent Use
• Different Place / Different Time Needs
• May Need More Than One

39
Other Technologies

• Multiple Use Facility
• Cheaper
• Still need a facilitator
• Web-based
• Cheaper no extra hardware needed
• Still need facilitator

40
7.7 GroupSystems

• From Groupsystems.com, Tucson, AZ
• Comprehensive groupware
• Windows Web versions
• Leading software

41
GroupSystems Activities

• Agenda
• Electronic Brainstorming
• Group Outliner
• Topic Commenter
• Categorizer
• Vote
• Others

42
Software Structure of GroupSystems for Windows
43
7.8 GSS Meeting Process

• Idea generation
• Idea organization
• Prioritizing
• Idea generation
• Iterate until solution is reached

44
Sequence of GDSS use
Output
Activity
Group Systems Tool
Idea Generation
Electronic brainstorming
100 lines of ideas
What are the problems with the business
40-45 min
Idea Organization
Electronic brainstorming
15-50 key ideas with supporting details
Comments from idea generation are organized into
a list of key issues
45-90 min
Electronic brainstorming
Prioritization
Prioritized list of ideas and details
Which are most important
10-20 min
Idea Generation
1000 lines of ideas on the possible solutions
Electronic brainstorming
For each of the top 5-10 problems, who can do
30-45 min
45
Why GSS?

• Success need
• Organizational commitment
• Executive sponsor
• Operating sponsor
• User-seductive interface
• Dedicated well-trained facilitator
• Good planning

46
7.9 Distance Learning (DL)

• Nontraditional classroom
• CSCW / GSS / Groupware
• Requires technology
• Not new
• Effective
• Growing fast
• Corporate, too

47
DL Advantages

• Just as effective or more
• Flexible time
• Student can keep job
• Student can travel in job
• Access anywhere / anytime
• Can present new technology cheaply
• Can focus on specific skills
• Can cost less
• Expand classroom size easily

48
More DL Advantages

• Add breadth and depth to course
• More one-on-one interaction with instructor
  (e-mail)
• Student/faculty contact time increases
• For continuous learners
• Attendance is flexible (Careful!)
• Discussion technologies
• Student attitudes evolve and improve
• Impacts (scores) are higher

49
DL Disadvantages

• Fewer social interactions
• Less or no on-campus interaction
• Communications problems
• Students MUST be highly motivated
• Students MUST be highly disciplined
• Students MUST have effective time management
  skills
• Students MUST be extremely dedicated

50
More DL Disadvantages

• Takes more faculty and staff time
• Learner must be more responsible
• Students MUST work hard!
• Others

51
Distance Learning Courseware

• Lotus Notes
• Microsoft NetMeeting
• Novell GroupWise
• Learning Space (Lotus Notes)
• WebCT
• LearnLinc Virtual Classroom

52
7.10 Creativity and Idea Generation

• Creativity Generally a human trait
• Creativity and innovation
• Can create tremendous impacts in organizations

53
Idea Generation

• Electronic Brainstorming
• Can be simulated
• Can adjust methods
• Create more ideas (information overload)
• Cognitive maps - useful

54
Creativity

• Software that exhibits creativity
• Intelligent agents (softbots)
• Copycat (creates analogies)
• AARON (creates painted art)
• Genjam (writes jazz music)
• Kurzweils Cybernetic Poet (writes poems)

55
Creativity Software Alternatives

• CoBrain

56
Software that Facilitates Human Creativity

• Project KickStart
• ThoughtPath
• Creative WhackPack
• IdeaFisher

57
7.11 GSS and Collaborative Computing Issues and
Research

• GSS/EMS methods
• Web groupware
• Distance learning
• Virtual organization