Digital Decision Making

An analysis of the problem-set found within the case study concludes that a collaboration tool similar to Skype for Business, would be a sufficient solution.  Considering, the ability to communicate and collaborate in a common environment together and for each individual participant is crucial to success.  Including custom development functionality of the tool while keeping the original shell of code.  Thus, the group decision support system methodology and group decision process modeling were applied to the case study to achieve a conclusive solution.

A minimalist design provided by the group decision support system will increase the participation and facilitation of each individual group member.  Therefore, the group collaboration will require specific functions to be successful in finding effective solutions.  The group decision support system grants the numerous group participants, the ability to communicate and work with data input simultaneously.  Considering, this interactive computer-based system allows multiple decision-makers the ability to find the solutions to various issues that are normally unstructured in nature.  The usage of a group decision support system actually improves the overall quality and the effectiveness of each group meeting.  As Prescott (n.d.) defines group decision support systems:

Computer-based GDSS research began in the 1980s as a subtype of a DSS or Decision Support System, an interactive knowledge-based software system that helps business end-users compile raw data, business models, and academic research to help recognize and solve problems individually.(p.2)

During an electronic meeting with the group decision support system, each of the participants are provided with a corresponding computer.  All of the computers are actually connected to one another, including the facilitator’s device and the file server.  At the front of the room a projection screen is provided to allow each of the participants to project information as needed.  The meetings comprise of different stages, from the idea generation, followed by a discussion, then voting and counting of the votes. 

Although the group decision support system may seem like a simple tool, it is quite a bit more complex than most realize.  As described by Mihir Joshl, “Group decision support system (GDSS) is composed of 3 main components, namely hardware, software tools, and people.” (Joshl, 2018).  Imagine a conference room with tables, chairs, projector, and multiple network connected laptops; this would be the main hardware components involved within the group decision support system.  Along with the various software tools available such as, questionnaire and brainstorming tools, organizers, project management, and policy formation tools.  Lastly, all of the people involved which are the participants, group members, facilitator who manages the meetings and tools.  Mihir explains, “The GDSS components together provide a favorable environment for carrying out group meetings.” (Joshl, 2018).  Leading to the modeling of the problem-set solution provided within the case study, group decision process which is also known as group decision making. 

There are many factors that are considered with a group decision process, such as roles, participation, communication, ideation, and finalization.  The terminology specifies that group decision making is utilized whenever there is a decision that needs to be made for a particular problem, with the cooperation of multiple people.  Thus, the group decision process can be improved by implementing the usage of group decision support system.  As such, without the group decision support system the entire group decision process would not be as successful.  Research data shows that the larger groups are less effective than smaller groups, due to the complexity of managing multiple people.  As stated in Forbes by Larson (2017):

A landmark study in the ‘70s found that a “Goldilocks” sized team, one that is not too small and not too big, is 4.6 people...which in the real world rounds up to 5. More recently, researchers at Bain found that after the 7th person in a decision-making group, each extra member reduces decision effectiveness by 10%. (p. 2)

Although, the right sized group is not necessarily the only factor to consider in the overall performance.  Ensuring each team member has the ability and skill available to fill their role to reduce any possible frustration and friction.  Gathering individual input from each team member before the group discussion will help increase the solution choices.  Another great performance booster is communication, describing in detail as to why each decision has been made and the overall reason.

There are a total of three decision support environments, certainty, uncertainty, and risk.  All of which play a key role in any decisions made within a business.  As Chand describes the decision support environment, “The decisions are taken in different types of environment. The type of environment also influences the way the decision is made.” (Chand, n.d.).  Therefore, both the decision and the environment affect one another.  Within a certainty decision support environment, the solution or answer is clear and there is not any other option.  Although, this type of decision support environment is difficult to find in most of the decisions that business make on a daily basis.  Though there are instances where there is complete certainty in the decision-making process and it is normally of little significance to the business.

Whereas, an uncertainty decision support environment contains multiple options and the decision makers do not have a clue as to what the end result will be.  Normally, these situations occur when there are unknown variables at play, such as product demand or natural disasters.  When the decision support environment is risky, there are many various events that can occur.  Although, the decision maker is able to assign a risk probability with the amount of data provided.  The information that is provided comes from previous experiences and numerous variables that are available.

The methods utilized within the case study provided educational data to grant the ability to confirm the recommendations and results.  As such, the group decision process with the usage of the group decision support system would provide the expected facilitation tool.  The overall expectations of the results provided by the case study versus the actual results, are not very different at all.  Considering, the expectations consisted of a system that is participant driven, increases social participation with a collaborative environment, is exactly what a group decision support system provides.  Decision limitations comprise of purchase cost versus development cost, as a group decision support system can be purchased and/or developed.  Although the overall investment cost is quite a bit pricey, it is well worth the funds invested.  Depending on available developers and their overall experience, it can be more expensive to develop custom group decision support software.

Thus, utilizing the group decision process to determine that a group decision support system would be the most beneficial for collaboration between group members.  Whether the decision makers are working on data together simultaneously or holding an e-meeting, the group decision support system tool can provide the necessary resources to increase performance.  Modifying and/or adding additional tools to the group decision support system is as easy as creating a shortcut.  Which will allow for easy modification to the group decision support system if it is ever needed in the future to increase productivity between decision makers.

References

Chand, S. (n.d.). Decisions Making Environments: Certainty, Uncertainty and Risk. Retrieved from Your Article Library: http://www.yourarticlelibrary.com/decision-making/decisions-making-environments-certainty-uncertainty-and-risk/10269

Joshl, M. (2018). Group Decision Support System (GDSS). Retrieved from Management Study HQ: https://www.managementstudyhq.com/features-and-components-of-group-decision-support-system.html

Larson, E. (2017, March 23). 3 Best Practices for High Performance Decision-Making Teams. Forbes. Retrieved from https://www.forbes.com/sites/eriklarson/2017/03/23/3-best-practices-for-high-performance-decision-making-teams/#669caf63f971

Prescott, A. (n.d.). How GDSS Can Enhance Group Decision-Making. Houston Chronicle. Retrieved from https://smallbusiness.chron.com/gdss-can-enhance-group-decisionmaking-36926.html