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Yes / Introduction. Decision making though an important information use has not been vigorously researched in information practices research. By studying how decision makers make decision in groups, we can learn about several underlying issues in information practices. Method. T20 middle-level (tactical) Commanders from blue light services in the UK were interviewed to share their experience on how and where they seek information from and how they make decisions while managing major incidents. Analysis. Activity theory was used as an overarching framework to design interview questions and as an analysis framework. Results. Information need and information practices such as information sharing and information use are investigated. A model of group decision making process and factors affecting group decision making is proposed. Conclusions. By understanding factors affecting decision making, decision support system designers and policy makers can readdress the underlying issue. Moreover, this paper reiterates the need of studying decision making to understand information practices. / This research is funded by ESRC and 1Spatial PLC.

I used a multiple-linear-regression model to test the effects of meeting group members’ expectations on strength of consensus in a group decision-making situation. The combination of met expression-of-views expectations and met decision-quality expectations, along with their associated valences, had a significant effect on consensus (p = .01). Expression-of-views expectations are composed of expectations about opportunity to express views and the information sharing. I proposed a new model consisting of two terms. The first term was the sum of the individual products of met expression-of-views expectations times their respective valences. The second term was the sum of the individual products of met decision-quality expectations times their respective valences. This new model was a much better predictor of strength of consensus than the original (p = .001). The two terms used in the new model had an equivalent influence on strength of consensus (p = .05). The results of this research suggest managers should elicit and try to meet group members’ high-valence expectations (i.e., expectations group members feel are important to be met). Managers should also realize expression-of-views and decision-quality expectations are important to meet in a consensus-gaining process. / Master of Science

TEAMDEC is a Group Decision Support System (GDSS). The development of a GDSS is supported by a broad spectrum of theories and techniques. Two major aspects of GDSS development were considered in TEAMDEC design: HCI and decision-making assistance. These two aspects interact to promote an interactive group decision support system with high quality. Decision guidance using a script-based knowledge representation improves the GDSS's efficiency, effectiveness, and flexibility. The traditional script, however, is relatively inflexible. The proposed application, TEAMDEC, provides a set of solutions to support customization in a script system to enhance the decision guidance utilization. The user interface design plays an important role in the overall system design. Two software development models (lifecycle model and V-model with backtracking) are adopted for TEAMDEC development. The user interface design of TEAMDEC is considered from three perspectives: functional, aesthetic, and structural. Quality is emphasized in the development of the interactive system. It can be measured from two perspectives: those of the user and the designer. The quality measures of TEAMDEC are categorized into external properties and internal properties, corresponding to the two perspectives. / Master of Science

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There are a variety of creative problem solving techniques. Selected techniques are compared and contrasted and an ideal type is developed. The Idea Machine (TIM) is introduced and the six major steps involved with the technique are described. Results of using TIM in conjunction with three projects are presented. Improvements in TI:M sessions are described and insights associated with sessions in the second project are highlighted. Evaluations by participants are introduced and discussed. TIM is compared with the ideal type technique. It is concluded that while TIM is not comparable to this ideal in every respect, evaluations suggest that it is an extremely effective creative problem solving technique. / Ph. D.

In group decision support systems, understanding the roles, dynamics and relationships between participants is imperative to streamlining the decision-making process. This is especially true when decision makers have varying interests. Research has shown that decision-making processes amongst groups with varying interests will often reach bottlenecks with issues, such as unwillingness to share information, or a limited ability of the participants to share ideas at the same time. We explored this research territory of group decision-making by implementing collaboration software to support Ocean Summits, a new approach that uses real-time simulations as part of the decision-making process for stakeholders to explore fisheries management policies. The research reported in this thesis has three goals: (1) to better understand the decision-making process in fisheries management, (2) to build a prototype system to tackle the major issues in the decision-making process and (3) to determine the best way to share and display information critical to the stakeholders' decision-making process by exploring the use of shared screens and information in comparison to private displays. We discovered that the use of shared screens with shared information yielded the best results, as opposed to private screens with shared information or private screens with private information. It was observed that sharing information allowed participants to explore more alternative solutions.