Cognitive Feedback in GDSS: Improving Control and Convergence
Abstract
Cognitive feedback in group decision making is
information that provides decision makers with
a better understanding of their own decision processes and that of the other group members. It
appears to be an effective aid in group decision
making. Although it has been suggested as a potential
feature of group decision support systems
(GDSS), little research has examined its use and
impact. This article investigates the effect of computer
generated cognitive feedback in computer-supported
group decision processes. It views
group decision making as a combination of individual
and collective activity. The article tests
whether cognitive feedback can enhance control
over the individual and collective decision making
processes and can facilitate the process of
convergence among group members. In a
laboratory experiment with groups of three decision
makers. 15 groups received online cognitive
feedback and 15 groups did not. Users receiving
cognitive feedback maintained a higher level
of control over the decision-making process as
their decision strategies converged. This research
indicates that (1) developers should include
cognitive feedback as an integral part of
the GDSS at every level, and (2) they should
design the human-computer interaction so there
is an intuitive and effective transition across the
components of feedback at all levels. Researchers
should extend the concepts explored here to
other models of conflict that deal with ill-structured
decisions, as well as study the impact
of cognitive feedback over time. Finally, researchers
trying to enhance the capabilities of GDSS
should continue examining how to take advantage
of the differences between individual,
interpersonal, and collective decision making.
Rights
This publication is a work of the U.S. Government as defined in Title 17, United States Code, Section 101. Copyright protection is not available for this work in the United States.Collections
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