ELSEVIER Decision Support Systems 15 (1995) 211-217

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A tool kit for multimedia supported group/organizational decision systems (MSGDS)

Myron Hatcher *'l

Department of Information Systems and Decision Sciences, The Sid Craig School of Business, California State University, Fresno, CA 93740-0007, USA

Abstract

When one attempts to define a tool kit for a multimedia decision system, the initial step is to define what is not included. Therefore, the author has started the process by defining what is in a Decision Support System (DSS) Tool Kit and what is in a Group Decision Support System (GDSS) Tool Kit. A Multimedia Supported Group/Organiza- tional Decision Systems (MSGDS) Tool Kit contains features that are unique to applications for the multimedia platform and conceptualization of decision problems.

Keywords." Multimedia; GDSS; Simulation; Visual simulation; Network; Network access

1. Introduction

As multimedia platforms become a critical ele- ment in decision processes and decision making, a tool kit will provide the foundation for user interactions. Advances in hardware are serving as catalysts for applications and theoretical develop- ments. The intention of this paper is to explore ideas about a multimedia tool kit and to provide a focus for development of a theoretical frame- work to assist in guJAing the applications in Mul-

* Email: myron hatcher@csufresno.edu. 1 Presented at: Dipartimento di Informatica e Sistemistica,

Universita' degil Studi di Roma, "La Sapienza", Via Eudos- siana, 18, 00184 Rome, Italy. March 3, 1993.

timedia Supported Group/Organizational Deci- sion Systems (MSGDS).

2. DSS and GDSS literature review

The field of Group Decision Support Systems (GDSS) combines Decision Support Systems (DSS) theory with the field of psychology. This has been made possible by the technological ad- vances in the computer field. The main idea behind DSS is the integration of the decision maker with the computer in closed systems so that more effective and efficient decisions can be made and additional problems attacked. The problems are viewed as strategic and unstruc- tured in nature. History has shown that the im- pact of DSS upon operational and tactical prob-

0167-9236/95/$09.50 1995 Elsevier Science B.V. All rights reserved SSDI 0167-9236(94)00062-X

212 M. Hatcher/Decision Support Systems 15 (1995) 211-217

lems has been great while that upon strategic problem solutions has been minimal.

2.1. Decision support systems

DSS was originally defined with process state- ments that led to answers. The classic was the "What If" question that allowed the investigator to easily test alternatives and evaluate parame- ters. Others include sensitivity analyses that carry out a preset process of impact evaluation upon an outcome variable through changes in one or more independent variable. The analyze function de- picts the variables that feed into the outcome measure(s). A new feature is the "Why" function. Normally an artificial intelligent module provides the decision maker with an explanation of why the result occurred. Even though it may not be commonly thought of as part of a tool kit, the ability to consolidate one's opinion(s) is impor- tant. These built-in procedures are called a DSS tool set; an explanation of it is offered in Section 4.

2.2. Group decision support systems

GDSS is the latest development in DSS and addresses the fact that most decisions involve several decision makers [1]. This aspect of GDSS raises many new questions in research and appli- cation areas. These questions include issues such as integration of decision makers' subjective and objective opinions, space and time concerns [2], and guidelines for establishing the cooperation/ rules agenda. [3] provide an excellent review of the field. An earlier paper by [4] provides the reader with a view focused upon evolution of GDSS systems through experimental research.

The location of decision makers is important, and geographically distributed decision makers contrast co-located decision makers. [5] discuss geographically distributed Group Decision Sup- port Systems as Scenario 4. When a decision is to be reached by geographically distributed individ- uals, it is commonly assumed that there is no personal interaction or knowledge about the other decision makers. This is far from the truth. Most

of the decision makers in the organizations know each other from prior project assignments, their current assignments, and social and civic func- tions.

Multimedia systems enhance prior experiences with other decision makers. These relationships must be fully utilized in the GDSS voting schemes; the system must be designed to allow maximum use of knowledge about fellow decision makers for both geographically distribution and co- located. Hatcher presents a design of a geograph- ically distributed group decision system that is used by the US Army [6]. The ability to both see and hear a colleague either in real time or via a CD-ROM recording enhances familiarity as well as the quality of the decision process.

All levels of problems can be solved with GDSS. Operational tasks cover a broad range of activities, and the framework of the GDSS will include the ability to structure these problems. Tactical decision support covers real-time infor- mation with improved timeliness and decision quality. A good understanding of critical success factors and the information needed to support decisions must be gained as an integral part of the design and implementation of the GDSS. Strategic decision support or Strategic Informa- tion Systems support tends to entail special pro- jects and require the GDSS to access large databases and forecast models.

Most decisions include the consideration of uncertainty. Uncertainty evaluation is important with any level of decision [7]. A recommended approach is the use of simulation of scenarios so the decision makers can understand and measure the uncertainty involved and use this information in reaching a group decision [8],[9],[10],[11]. Un- certainty can be presented in terms of probabili- ties or fuzzy possibilities [12]. The simulation system and models are included in the tool sub- system (i.e., the tool kit). Multimedia systems allow visual simulations, visual output of simula- tions and reduce uncertainty by providing richer information.

Decision makers have various criteria and per- formance measures that they bring to a decision process. These criteria and performance mea- sures must be integrated in a GDSS [13]. The

M. Hatcher / Decision Support Systems 15 (1995) 211-217 213

author's approach is using the Analytic Hierarchy Process [14],[15],[16],[17] for resources and alter- natives to be weighted and prioritized. Both ob- jective and subjective data can be integrated into a ratio scale with the Analytic Hierarchy Process (AHP). Ratio scales enhance the precision of the decision process and thus the decision quality.

The cognitive styles of decision makers are different and should be considered by the GDSS model [18]. These aspects would be incorporated in the Artificial Intelligence (AI) component of the user interface module that links each decision maker through his/her profile with the tools and communication procedures [19]. The AI compo- nent of the system shell will establish the decision process rules and consider cognitive style and other psychologically oriented concepts. These artificial intelligence components will allow the system to learn with experience and adapt to the unique and changing characteristics of each deci- sion maker. The richness of multimedia channels allows a totally new level of cognitive-style think- ing in decision making.

Eventually decision making with multimedia concepts will remow. the limitation of time [8], [2]. These systems will allow geographically dis- tributed databases, g,eographically distributed de- cision makers, and decision making tools such as simulation to be utilized with no time limitations because of intermediate storage devices. CD- ROM will eliminate ~,;pace limitation via networks that extend into the ihome or virtual offices.

The face-to-face meeting process, in one loca- tion, has a new dimension. Who has what priority when? What are the pre-and post-meeting activi- ties? Another focus is the interaction of people made possible by technical advances such as database, telecommunication, and other hard- ware developmen~ts. The level of prior experience and accepted culture among the decision makers indicates a need for pre/post meeting activities to be included. Muh:imedia systems offer an ex- cellent platform for advancement of these ideas.

Decision making can be defined in a less strict sense to include many decision activities in which a precise decision is not necessarily reached. Var- ious ways of doing business such as pro/com analysis and other decision activities must not be

lost by computerization. Again, the multimedia platform encourages a new way of looking at decision making.

3. Multimedia literature review

Multimedia is a constantly changing field that offers potential in many applications. The for- mats for information are text, graphics, audio, images, animation, and full-motion video. The future will bring virtual reality both for simula- tion and scenario analysis. The argument is that richer information allows participants to draw upon real-life experiences by bringing together sights, sounds, text, and images.

The term "hypermedia" is used and implies that the decision maker can move through the information in a non-sequential fashion. The par- ticipant becomes active in information retrieval and learning. The database access in decision making has impacts yet to be realized.

The ability to individualize and be interactive with multimedia goes beyond the concepts of DSS and GDSS. The flexibility to store informa- tion on CD-ROM with hypermedia increases the effectiveness of the decision maker or groups of decision makers. The time and space dimensions are also eliminated. DSS and GDSS assume self- paced and discovery analysis that leads to tai-

~ lored analysis. Multimedia enhances these fea- tures.

Expert Systems (ES) and Artificial Intelligence (AI) systems, which are potential components of both DSS and GDSS, have more potential with various information forms in multimedia systems. Information will include identification and stor- age of images with more than simply rule-based approaches. The integration of multimedia chan- nels in AI systems will lead to new concepts not yet considered.

4. DSS tool kit

The purpose of the DSS toolkit is to provide the decision maker(s) with tools for decision sup- port. These tools, which differ from GDSS tools

214 M. Hatcher~Decision Support Systems 15 (1995) 211-217

by focusing on one decision maker, include What- If, Goal Seeking, Sensitivity Analysis, Explain, etc. What-If is where one or more variable is changed and the impact upon the outcome vari- able is displayed. Goal Seeking is where a goal for one or more outcome variable is determined and changes in selected independent variables are observed. Sensitivity Analysis is the study of outcome variables with predetermined step changes in an independent variable. Explain is a backtracking procedure that highlights the vari- ables that contributed most to the result. Voting is a tool to consolidate weights or evaluate alter- natives. The author has used the Analytical Hier- archy Process for this purpose.

5. GDSS tool kit

The purpose of the GDSS is to provide the decision maker(s) with a tool set for group deci- sion making. Tools are defined as built-in func- tions. The tool set would contain idea generation as discussed by [20]. Young uses metaphor search in idea generation, and the computer becomes part of the group as an extended memory device. Electronic Brainstorming assists in idea genera- tion. Issue Analysis allows decision makers to identify, edit, and rank categories. A voting pro- cedure is needed for decision making and final ranking of categories. Proposal formulation is a tool that assists a group in finding agreement on wording, definitions, and clarification [21].

6. MSGDS tool kit

The following list of topics relate to a MSGDS Tool Kit. The readers are encouraged to consider the challenges, issues, and opportunities inherent in each.

6.1. Theoretical frameworks for MSGDS tool kit

A main feature in MSGDS is a learning pro- gram (i.e., scripting techniques) that copies the steps of the decision process. The hypermedia (i.e., navigator) concept must be developed for

time and space. These features are common to other software programs but are even more im- portant with multimedia where voice, graphics, data, narrative, and video of both history and real time are included.

6.2. Standards and norms in MSGDS tool kit

It is always difficult to standardize a new field. However, progress depends upon standardization for communication or distribution of the technol- ogy and the willingness of the customer to put resources into it. These standards must address database, image storage and retrieval, network protocols, etc.

6.3. Ouercoming the time dimension with MSGDS tool kit

The ability to conquer the time dimension is enhanced by multimedia technology. CD-ROM technology allows massive data storage so each participant can interact with the system at h is /her convenience. A user interface module will sup- port this process by simplification or seamless user system interaction. For example, the process could include specific questions that each partici- pant would answer with visual, voice, or written answers or specific questions posed by one partic- ipant to another.

6.4. Ot,ercoming the space dimension with MSGDS tool kit

The space or geographic dimension offers a different set of problems depending upon whether one point in time or across time is considered. The real-time processing of data and data distri- bution will become critical. Given the richness of multimedia information and the ability to re- spond in various forms of media, real-time pro- cessing requires channel capacity and data stor- age capacity not needed previously.

6.5. Designing system features in the MSGDS tool kit

Decision support systems (DSS), group deci- sion support systems (GDSS), expert systems (ES),

M. Hatcher/Decision Support Systems 15 (1995) 211-217 215

organizational information systems (OIS), man- agement information systems (MIS) require addi- tional design concepl:s for multimedia platforms (i.e., hardware requirements and multimedia soft- ware). The design changes that will evolve are beyond the scope of this paper.

work sheets, will be produced by each participant or group of participants. Recording of the deci- sion making steps is the simplest approach; AI offers alternatives with intelligent guidance.

6. 9. Multimedia hardware requirements

6.6. Application deue,!opment features in the MS- GDS tool kit

Applications are oriented toward data types. The tool kit and actual applications should not different greatly. Both would have similar user interface displays. The exceptions would be pro- duction applications and physical sensor data col- lection. The applications would be developed by "learn modes" in which the designer goes through the steps, and the sy~tems copies the process.

6. 7. User interface characteristics in MSGDS tool kit

The user interface: would be more dedicated to turning information into presentation programs. It would resemble a windowing system or a desk- top publishing system. The additional features would be integration of voice, image, video, data, etc. Another way to view it is as a paging system where each meta-page contains pages and non- hierarchical links may exist between pages. The continuous dimension will be time.

6.8. Intelligent systems in MSGDS tool kit

Hardware includes CD-ROM technology and channels with adequate capacity. Interactive mul- timedia systems require substantial hardware. The concept of distributed and general access en- hances the requirements beyond most reasonable levels.

6.10. Database design requirements for MSGDS tool kit

The concept would be a hypertext-type database or hypermedia. The tool kit must have the tools to make use of multimedia technology. Therefore, the database must be responsive to participants who are not information system spe- cialists. The integration of information from mul- tiple databases must be supported. After a per- son retrieves and integrates information, it must be stored in a hypermedia database.

6.11. Software eualuation of MSGDS tool kit

User satisfaction as well as system perfor- mance are important for constant improvement. The performance measure should lead directly to changes in the systems.

The theoretical potential of Artificial Intelli- gence (AI), neural networks, fuzzy set theory, analytic hierarchy process, etc., is vast; but the achievable potential is more difficult to pinpoint. AI could facilitate the decision structuring and decision process. The AI potential in multimedia is the same as with GDSS. The difference is in data complexity due to data richness.

The author's definition of Artificial Intelli- gence is "a systems that learns". These applica- tions range from database storage to flexibility in user interface development. Unique to multime- dia are relationships among types of data.

Scripts, similar to spreadsheet applications with

6.12. Measurement of benefits of MSGDS with the tool kit

The tool kit should allow the participants to define what the desired benefits are and how they should be measured. These benefits should be automatically measured.

6.13. Groups and organizations dynamics in MS- GDS tool kit

What is the uniqueness of MSGDS over GDSS systems? The vastness of information and how groups work with complex information and reach

216 M. Hatcher / Decision Support Systems 15 (1995) 211-217

decisions will be the key issue. The decision pro- cess, pre-and post-meeting and/or decision, will become more documented and important. The improvements must be both effective and effi- cient. Of course, mistakes will be made by apply- ing the process to problems that are not appro- priate for this methodology. In general, the bene- fit will be positive and unmeasurable.

6.14. Legal issues related to MSGDS tool kit

Ownership of data and international data transfer are the main issues. How do we use multimedia in international activities and inte- grate it with the laws of each country?

6.15. Security features in MSGDS tool kit

Security is a concern with any computer system but particularly so in a network environment. New difficulties involve the potential vastness of the multimedia systems, amount of data, and public access. At a minimum, the tool kit should allow each participant to attach security levels to pages of information. Encryption could be avail- able in different forms. This concept could be extended to work group membership, tasks, and data sensitivity. Data sensitivity means that the exact data that one retrieves is based on need to know, workgroup membership, and task. The same participant could retrieve different data, given the same request, based on task.

7. Summary

The future of multimedia in decision systems has tremendous potential. Currently most of the multimedia history has been with education and not decision making. The advent of network tech- nology and group decision concepts provide an enriched environment for multimedia integration into Multimedia Supported Group/Organizat ion Decision Systems. The development of multime- dia tool kits will be essential to success. The actual success will depend upon the theoretical foundation developed.

References

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[7] S.L, Gass, R.W. Collins, C.W. Meinhardt, D.M. Lemon, and M.D. Gillette, The army manpower long-range plan- ning system, Operations Research, 36(1) (1988).

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M. Hatcher~Decision Support Systems 15 (1995) 211-217 217

[19] J.J. Elam, and B. Konsynski, Using artificial intelligence techniques to enhance the capabilities of model manage- ment systems, Decision Sciences, 18(3) (1987).

[20] L.F. Young, The metaphor machine: A database method for creativity support, Decision Support Systems, 3(4) (1987).

[21] W.B. Martz, Jr., D.R. Vogel, and J.F. Nunamaker, Jr., Electronic meeting systems: Results from the field, Deci- sion Support Systems, 8(2) (1992).

ment methods and the plementation

Myron Hatcher holds masters degrees in Engineering and Public Health. His ScD is from The Johns Hopkins Uni- versity and focused on management science developments in medical in- formation theory. He publishes arti- cles in both Management Science and Public Health journals. His current efforts are in multimedia and interna- tional information systems. He is in- volved with the World Health Organi- zation on monitoring and measure- information systems required for im-