By Clint Bowers, Dr Eduardo Salas PhD, Florian Jentsch, C A Bowers
In growing High-Tech groups: sensible tips on paintings functionality and expertise, leaders in technology and discover the cutting-edge in expertise and teamwork and the way to translate this knowledge into the very best assistance for industrial?organizational practitioners.
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Additional resources for Creating High-tech Teams: Practical Guidance On Work Performance And Technology
In addition, when the group needs to generate alternative solutions and strategies, which is crucial in the late stages of a group decision, asynchronous communication support, such as e-mail, is more suitable (Shirani et al, 1999). As a final point, give decision-making groups—in particular, those that are working at a distance—time to gain experience using support tools. Increased experience of a group reduces doubt with regard to distribution of labor and responsibilities. These changes are expected to reduce the degree of interdependence and the level of coordination and information exchange required in dispersed work groups.
Design considerations for support should focus on combating these negative aspects of increasing group size. AIDING TEAM DECISION MAKING Group decision support systems (GDSSs) have been defined as systems that support a group of people engaged in a decision-related process (Finlay, 1989); as systems that combine communication and computing with decision support to help groups solve unstructured problems, to overcome biases and errors, and to reduce process losses (Paris, Salas, & Cannon-Bowers, 1999); and as systems aimed at improving team functioning (Chidambaram, Bostrom, & Wynne, 1991).
The number of persons in a group or traditional meeting may have several important consequences for group processes, such as decision making and problem solving. For instance, researchers have indicated that larger groups possess a greater range of abilities, knowledge, and skills available to the group (Shaw, 1981). , 2001, for a review). However, others have indicated that, as group size increases, socalled process losses (Steiner, 1972) become apparent. For example, coordination problems become prevalent, subgroups that monopolize the group's time are more likely to form, people spend more and more time waiting for their turn to speak, and the potential for conflict becomes greater.