Welcome to the InfoSci Platform
Groupomatics

Groupomatics

Copyright: © 2014 |Pages: 40
ISBN13: 9781466659865|ISBN10: 1466659866|EISBN13: 9781466659872
DOI: 10.4018/978-1-4666-5986-5.ch003
Cite Chapter Cite Chapter

MLA

Bob Travica. "Groupomatics." Examining the Informing View of Organization: Applying Theoretical and Managerial Approaches, IGI Global, 2014, pp.67-106. https://doi.org/10.4018/978-1-4666-5986-5.ch003

APA

B. Travica (2014). Groupomatics. IGI Global. https://doi.org/10.4018/978-1-4666-5986-5.ch003

Chicago

Bob Travica. "Groupomatics." In Examining the Informing View of Organization: Applying Theoretical and Managerial Approaches. Hershey, PA: IGI Global, 2014. https://doi.org/10.4018/978-1-4666-5986-5.ch003

Export Reference

Mendeley
Favorite

Abstract

This chapter discusses the concept of group informatics (groupomatics), which is one of the topics in the Information View of Organization (IVO). An attempt of balancing technological and cognitive issues is made, building on the idea that the IS field and small group theory can benefit from cross-pollinating their perspectives. One running theme in the chapter is the emphasis on cognitive aspects of work groups. The emphasis comes from a metaphor of intelligence applied to work group. Experimental research on Group Decision Support Systems (GDSS) has initiated this focus with study of problem solving/decision making in the 1980s, while conceptions of group intelligence were introduced much earlier. Another running theme is communication. Communication capabilities are always a function in Group Supports Systems (GSS), although they can be analytically separated. An argument for a need of a deeper engagement of communication theory is developed. Communication is to be approached beyond the convenient but limiting conduit metaphor. The chapter also addresses the theme of uncertainty and ambiguity plaguing the deployment of teamwork and GSS. Interactions between group, technology, and the social context complicate the understanding and management of GSS. Ample evidence indicates unexpected outcomes of deploying GSS. Sometimes, a GDSS may shield group perception from groupthink biases, but at other times it may not. The same applies to the quality of the brainstorming output generated via GDSS. Sometimes GDSS can help to manage conflict-ridden problem solving, while at other times a group uses its system without a productivity gain. Distributed (virtual) teams and Distributed GSS (DGSS) bring up new issues and challenges. Trust among dispersed teammates may or may not appear at random, classical management controls may bring surprising results, DGSS may be appropriated in an opportunistic rather than utilitarian fashion, and the group capabilities may compensate for shortcoming of communication technologies. Significant challenges of distributed teams engender a host of requirements for design and management of DGSS.

Request Access

You do not own this content. Please login to recommend this title to your institution's librarian or purchase it from the IGI Global bookstore.