On the surface, this technique looks as if totally sound, but astonishingly often it turns out that decisions made by this technique are not well put into practice, even the group that made the decision asks why it didn’t worked out the way they wanted it. Typically, it turns out that two kinds of psychological barriers exist:
First, a feeling that there was an insufficient period of discussion for them to really get their point of view across often exists on the part of the minority; hence they feel misunderstood and at times resentful.
Second, the minority members often feel that the voting has produced two camps within the group and that these camps are now in a win lose competition; The minority feels that their camp lost the first round, but that it is just a matter of time until it can regroup, select up some support and win the next time a vote comes up.
In other words, voting creates federations, and the anxiety of the losing federation is not how to implement what the majority wants, but how to be the victor the next battle. If voting is to be used, the group must be sure that it has formed a climate in which members feel they have had their day in court and where all members feel constrained to go along with the majority decision.
Of course, being acquainted with the several types of group decision making is only one element of the process. The group must be precise in their approach to the one that is best in their own situation.
The actual steps in group decision making are as follows:
1. Identify the Problem.
Tell distinctively what the problem is and how you experience it. Cite specific examples.
Own the problem as yours and importune the help of others in solving it, rather than implying that it's someone else's problem that they ought to solve. Keep in mind that if it were someone else's problem, they would be bringing it up for discussion in the gorup.
In the identification phase of problem solving, shun references to solutions. This can elicit discrepancy too early in the progression and thwart the group from ever making meaningful movement.
Once there looks as if to be a quite lucid understanding of what the problem is, this definition should be written in very precise language. In a group, it should be displayed on a flip chart or chalkboard.
2. Clarify the Problem.
This step is most important when working with a group of people. If the problem is not sufficiently elucidated so that everyone views it the same, the result will be that people will present solutions to different problems. To shed light on the problem, ask someone in the group to paraphrase the problem as they understand it. Then ask the other group members if they see it for all intents and purposes the same way. Any differences must be resolute before going any further.
In clarifying the problem, ask the group the following questions: Who is involved with the problem? Who is likely to be affected? Can we get them involved in solving the problem? Who rightfully or rationally should be included in the decision? Are there others who need to be consulted aforementioned to a decision?
These questions presume that obligation from those involved (and affected by the problem) is enviable in implementing any changes or solutions. The finest way to get this assurance is to take account of those involved and affected by the problem in determining solutions.
3. Analyze the Cause.
Any divergence from what should be is created by a cause or interaction of causes. In order to change what is to what is wanted, it is more often than not necessary to eliminate or neutralize the cause in some way. This calls for specific isolation of the most central or basic cause (or causes) of the problem and requires close analysis of the problem to evidently separate the influencing from the non-influencing factors.
This is almost certainly an easier process to follow when dealing with problems concerning physical things rather than with interpersonal or social issues. Characteristically, interpersonal and social problems are more probable to leap from a vibrant assemblage of causes that will be more difficult to solve if the causes are only tackled one at a time. Still, whether dealing with physical or social problems, it is important to seek those causes that are most primary in producing the problem. Don't waste energy on causes that have only a divergent effect.
4. Implore Alternative Solutions To the Problem.
This step calls for identifying as many solutions to the problem as possible before discussing the specific advantages and disadvantages of each. What happens frequently in problem solving is that the first two or three suggested solutions are debated and discussed for the full time allowed for the entire problem-solving session. As a result, many worthwhile ideas are never identified or considered. By identifying many solutions, a superior idea often arise that reduces or even get rids of the need for conversing details of more dubious issues. These solutions may be commonsensical attacks at the cause or they may be creative solutions that need not be coherent. Consequently, it is significant at this step to limit the time spent discussing any one solution and to focus instead on announcing as many as possible.
5. Selecting One or More Alternatives for Action.
Before choosing definite alternatives for action, it is sensible to identify criteria the preferred solution must meet. This can get rid of superfluous discussion and help focus the group in the direction of the solution (or solutions) that will most likely work.
At this point, it becomes essential to look for and discuss the advantages and disadvantages of options that appear feasible. The task is for the group members to come to a mutual agreement on which solutions to actually put into action. It is enviable for positive comments to be buoyant (and negative comments to be ignored or even discouraged) about any of the solutions. One solution should be the best, of course, but none should be labeled as a bad idea.
6. Plan for Implementation.
This necessitates looking at the particulars that must be executed by someone for a solution to be effectively activated. Once the required steps are acknowledged, it means passing on these to someone for action: it also means setting a time for achievement.
7. Clarify the Contract.
This is to indemnify that everyone clearly understands what the agreement is that people will do to execute a solution. It is a summation and restatements of what people have agreed to do and when it is anticipated they will have it done. It rules out potential misapprehension of expectations.
8. The Action Plan.
Plans are only intellectual exercises unless they are altered into action. This calls for people assigned accountability for any part of the plan to carry out their assignments in accordance to the agreed upon contract. This is the phase of problem solving that calls for people to do what they have said they would do.
9. Provide for Evaluation And Accountability.
Subsequent to the plan has been implemented and adequate time has elapsed for it to have an effect, the group should reconvene and discuss assessment and liability. Have the agreed upon actions been carried out? Have people done what they said they would do?
If they have not consummate their assignments, it is possible that they ran into trouble that must be well thought-out. Or it may be that they basically need to be reminded or held responsible for not having lived up to their end of the contract. Once the actions have been fulfilled, it is indispensable to evaluate their effectiveness. Did the solution work? If not, can a revision make it work? What actions are necessary to implement changes? These are questions that must be answered to evaluate the effectiveness of the solution.
Other Considerations
Maintenance of adequate records of all steps completed (in particular brainstorming) can let energy to be reused. Falling back on thinking that was beforehand done makes it needless to cultivate the same ground twice."
When entering into problem solving, bear in mind that it is improbable that the best solution will be found on the first attempt. Good problem solving can be viewed as working like a guidance system. The responsiveness of the problem is a signal of being off course, necessitating a modification in direction. The precise form the correction is to take is what problem-solving is aimed at deciding. But once the correction (the implemented solution) is made, it is likely that, after evaluation; it will bear out to be flawed perchance even throwing you beyond off course than in the beginning.
If this happens, the task becomes to without delay figure what new course will be effective. More than a small number of course corrections may be indispensable before getting back on track to where you want to go. Still, once the desired course is conquered, cautious monitoring is requisite to steer clear of drifting off course again unintentionally. Viewing problem solving in this practical manner can save a lot of the frustration that comes from expecting it to always produce the right answers.
B. Explain briefly what groupware is and describe the benefits of using groupware.
Working in groups has only in the recent past turned out to be tremendously significant within the everyday lives of businessmen and women. In the past 20 years, groupware has evolved from an idea to a competitive software market.
Groupware in broad spectrum is difficult to delineate as a whole. The software packages that are offered today is so wide-ranging and diverse that any one definition will attest tough to come by. This has not always been the case. Groupware was to begin with was an easier idea or product to define, but as the years have passed and groupware has evolved the diversity of the category that we use, it has become somewhat vague and a point of misunderstanding. For all rigorous purposes the definition that has been chosen for use throughout is; Groupware is application software that integrates work on a single project by several simultaneous users at separated workstations. Or in other words, groupware is any one of plentiful software packages that helps facilitate groups to work better as a group. Groupware supplies this type of capability by offering features such as: email, fax, voicemail, data conferencing, electronic calendars and social software, just to name a few. By implementing the software it is the hope of the groupware industry that employees will be able to communicate better with one another whether it is on a cooperative project or just simply scheduling initiatives.
Groupware offers significant advantages over single-user systems. These are some of the most common reasons people want to use groupware and these are as follows:
- to smooth the progress of communication; make it quicker, clearer, more influential
- to enable communication where it wouldn't otherwise be possible
- to make possible telecommuting
- to cut down on travel costs
- to draw together multiple perspectives and expertise
- to form groups with ordinary interests where it wouldn't be possible to gather a sufficient number of people face-to-face
- to save time and cost in coordinating group work
- to facilitate group problem-solving
- to enable new modes of communication, such as anonymous interchanges or structured interactions
In addition to the benefits of groupware, another good reason to study usability and design issues in groupware is to avoid a failed design. Groupware is significantly more difficult to get right than traditional software. Typically, a groupware system can't succeed unless most or all of the target group is willing to adopt the system. In contrast, a single-user system can be successful even if only a fraction of the target market adopts it.
As you can see, there are several advantages to using groupware to keep your company more organized and unified. Groupware will allow your employees to collaborate on information, ideas, and many other aspects of their work and allow them to be more effective, productive, and organized.
Overall groupware has altered the way we do business today. It has smoothed the progress of the sharing of information though many means of communication. This communication and collaboration when applied, sums up to a very productive and shared environment which speeds up and facilitates the management of files, documents, and data in general.
C. Describe how groupware provides a mechanism to help users to coordinate and keep track of on-going projects.
Groupware provides a mechanism that helps users to coordinate and keep track of on-going projects. The fact that it is a technology designed to facilitate the work of groups, this technology may be used for communication, cooperation, coordination, solving problems, competition, or negotiation which can help the users to keep track of on-going projects.
Groupware helps users to coordinate in a way that it will allow them to collaborate on information, ideas, and many other aspects of their work that do not only allow them to be more effective, productive, and organized but also get projects get done faster. Groupware satisfy the needs to share and generate new ideas. We already know that when we combine the efforts of each individual in an organization, we will see greater achievements and more success.
The users can keep track of on-going projects by using groupware for it includes other applications such as group calendaring & scheduling, group contact & task management and data, audio and video conferencing. With these applications included with groupware, users will without trouble be able to keep track of on gong projects. By using group calendaring and scheduling, the users are on track with the day to day activities of the project which means monitoring of the project progress for the users is uncomplicated. And with data, audio and video conferencing, messages and documents that each of the users hold can be routed to the appropriate users who needs them.
D. Discuss is it acceptable to consider groupware that is something more than multi-user software.
Groupware is an umbrella term describing the electronic technologies that support person-to-person collaboration. Besides collaboration, groupware also facilitates coordination and cooperation between users and it also makes available a mechanism that help users keep track of on-going projects together. Groupware also has developed the conception of automated management of operational processes. And with what is mentioned above it’s only fair enough that groupware be considered more than as a multi-user software. In fact it is an extremely powerful tool for the exchange and delivery of information and allows for highly focused planning of follow-up action. It allows work groups to improve team performance using the different applications included in groupware.
E. Provide a real life example of a company, which make use of groupware in its system development projects.
Different companies have dissimilar uses and objectives for putting into practice groupware. Below is an example of a company that makes use of groupware:
An excellent example of an organization that successfully overcame used groupware is General Foods. This usage was a success because General Foods was able to learn from a prior failure. The systems manager, let us call him Mr. X, was successful because he was aware of not only the advantages of groupware but also challenges that goes with it and worked both with the technology and the organization to overcome them.
General Foods has 4000 people at its headquarters in White Plains, NY. Trying to schedule meeting can be not only exasperating but also a misuse of time. It got so dreadful that X, Systems Manager for Dinners and Enhancers Division (110 people), created a video called "Nightmare on North Street: The Scheduling Monster." This 20 minute video detailed the nuisance and efficiency of scheduling a meeting at General Foods in a comical way. It was just one of the things X did right in amalgamating groupware into General Foods effectively.
Success habitually grows out of failure. Five years ago General Foods tried to put into operation an electronic scheduling program with PC clients and a VAX server. It failed despondently. "It was too much of a behavioral change," said X. "People were not used to having their PC on and running the entire day. Now with e-mail so widespread, keeping the PC on is a standard. If you are not on e-mail, you can't do your job."
X first found a champion in top management; let’s call him Mr. Y, who is accountable for both TQM and Information Systems at General Foods. Next, X went one step further and got buy in at both the staff and at the secretarial levels, so the middle managers who would use the scheduling software heard good things about it from both above and below. Taking both a top-down and a bottom-up approach proved to be a successful strategy for General Foods.
After hearing about the initial failure to introduce electronic scheduling systems, X realized he would have to change people’s behaviors, overcome their fears, and competently train them to use the system in order to have a successful rollout. A decree from the division president stating that everyone must attend the two-hour training session for the scheduler was also helpful.
To tackle the specter of fear, X asked the staff about their fretfulness. The most common concerns were loss of control of personal calendars and a fear that they would be inundated by meetings because they were now easier to schedule. X finessed these fears with a two-pronged strategy. First, he rolled the product out in a phased manner and only gave it to specific functional groups to start. These were groups that had considerable contact with everyone else in the division, so the word spread that these fears were unfounded. The second prong of the attack was to publicize the success of the project. He wrote articles for the company TQM newsletter about how much time the scheduler saved in the initial pilot tests and how easy it was to use. The word got out, and the fears evaporated.
Finally, X made sure it was fun. He used the video to poke fun at the current process and get buy-in from the whole division, so that when rollout occurred he was only fighting technical battles, not organizational ones. X realized that he was dealing with not only a technology but also behavioral changes on the part of the division. They had successfully rolled out Microsoft Mail a year before and it had become the predominant way to communicate in the division. X was part of the company-wide TQM effort, and in the spirit of TQM he did a survey before, and after electronic scheduling. He found that the time needed to schedule a meeting was reduced by 74% from 5.1 hours to 1.4 hours by using Network Scheduler 3.0. Average actual time to schedule a meeting (the actual number of work minutes needed to schedule a meeting) was reduced 71% from 19.5 minutes to 5.6 minutes.
General Foods has had a LAN for two years, and X's division is one of the first to be up and running on a LAN. There is a 386 or 486 PC running Microsoft Windows on every desktop of this 110-node LAN Manager/Token Ring network. The current groupware products in use at General Foods are Microsoft Mail and Network Scheduler 3.0, They are evaluating the use of Lotus Notes and other bulletin board systems to access market reports and the on-line clipping service.
Bibliography
www.wikipedia.com
http://www.microsoft.com/windows/netmeeting/features/default.asp
http://www.hyperoffice.com/hypermain/intranet_suite.cfm
http://www.ics.uci.edu/~grudin/Papers/IEEE94/IEEEComplastsub.html
http://www.ischool.utexas.edu/~i385tkms/blog/archives/patrick/groupwarepaper.html#10
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