The Effects of Integrating Cognitive Feedback and Multi-attribute Utility-Based Multicriteria Decision-Making Methods in GDSS

Utpal Bose () and David B. Paradice
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Utpal Bose: Texas A&M University - Corpus Christi
David B. Paradice: Texas A&M University - Corpus Christi

Group Decision and Negotiation, 1999, vol. 8, issue 2, No 5, 157-182

Abstract: Abstract Cognitive conflicts arise within groups because the members of a group view a problem from different perspectives, even when they have similar interests in achieving a goal. Disagreement within a group may occur due to: (a) differing judgment policies among the members, (b) inconsistency by any member in using a judgment policy, (c) group process losses that prevent group members from understanding each other better, or (d) limited processing capability which may prevent group members from processing all information effectively. Disagreement is especially likely when policies, processes, or information are conflicting in nature. A level 2 GDSS to aid judging in cognitive conflict tasks is presented that combines cognitive feedback and Multi-attribute utility (MAU) theory based multicriteria decision-making techniques with the communication structure and activity-structuring capabilities of a level 1 GDSS. Though cognitive feedback and MAU methods have been used separately to help groups resolve cognitive conflicts, never before have the two decision aids been used together in a computer-based collaborative system. The contributory effects of the components of this GDSS design were empirically tested in a laboratory setting. Three treatments: an unaided face-to-face meeting, a level 1 GDSS supported meeting, and a level 2 GDSS supported meeting were compared in a repeated measures experimental design. Results largely supported the proposed research hypotheses. Some specific findings include: (1) the level 2 GDSS reduced disagreement between group members and improved consistency of judgments better than the other meeting environments did; (2) there was no significant difference in the reduction of disagreement between the level 1 GDSS and face-to-face meetings; and (3) while there was no difference in improvement of consistency of individual judgments between the face-to-face and level 1 GDSS supported meetings, group judgments made in face-to-face meetings were more consistent.

Keywords: group decision support system; management information system; multi-attribute utility theory; multi-criteria decision-making methods; cognitive feedback; group judgment; conflict management (search for similar items in EconPapers)
Date: 1999
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DOI: 10.1023/A:1008604128795

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