Team Catalyst met in Second Life to give our presentation about decision making in virtual worlds. We had a powerpoint presentation to go along with the speaking presentation. Here is a pic of the presentation.
Below is our group paper that we gave the presentation on.
Running Head: ONLINE DECISION MAKING
Virtual Decision Making in Second Life
Megan Jones
Jennifer Larson
Elizabeth Weber
Catherine Lohr
Cori Schroeder
University of Wisconsin – Milwaukee
Communication 310
With the world of technology advancing every single day, it is important to stay on top of the recent trends in order to compete in the business world. Virtual communication is becoming increasingly popular and a growing number of people are starting to work from their homes or different locations. In order for this to be effective, one needs to be up to date on technology and the use of Second Life will enhance communication in a world that is becoming increasingly vir-tual every day.
Second Life has many characteristics that will help an organization stay connected. No matter where you are in the world, anyone can meet in Second Life. If your offices are located in New York and you live in California, you can meet with your colleagues in Second Life and communicate as if you were face-to-face. And although face-to-face communication has always been considered to be the richest form of media, Second Life does not fall far behind.
There are four criteria that make media rich which include; the availability of instant feedback, use of multiple cues, use of natural language and the personal focus of media (Miller, 2006). Second Life is a rich form of media because actual instant feedback is available. It is al-most like face-to-face communication but in a virtual world instead of a real one. You are also able to use multiple cues, since an avatar in created to represent who you are as a real person; hand gestures and facial expressions can be used. When communicating in Second Life, others can see when you are typing, making hand gestures very real. Also, since in Second Life you create who you are, any language can be selected to represent your opinions and ideas. This will enable a company to compete and operate on a global level, opening whole new markets for them. All of these things make Second Life a very personal focus of media. You choose who you want to be, how you want to speak, act, and dress. It also enhances communication between two people because even though you are essentially communicating via the internet, it is much more personal than instant messaging or e-mail since you literally get to look those in the eye whom you are communicating with.
All of these media characteristics of Second Life make its implementation a very smart choice for any company. Especially when dealing with highly ambiguous tasks, when manage-ment teams are in different locations or when other means of communication have failed, Second Life will be a breath of fresh air. It will open lines of communication and take the opportunities of communication to an entirely different level.
Each and every one of us has had to make a decision in our lives. Whether it is deciding to turn right or left, have the sandwich or soup, invest in this stock or not, a choice must be made knowing full well that whatever option we choose, it is the one we will have to live with. Because of this we take our time, we exercise caution; we weigh the outcomes and bene-fits of each possibility before we decide to push the button; before we say “yes” instead of “no.” Thus the decision making process within an organization is even more critical and with the tech-nological advances of the 21st century, computer-mediated decision making is becoming the norm. In this section, the importance of decision making in online environments is discussed along with the characteristics of effective computer mediated decision making.
First let us examine the definition of decision making as stated in the classical approach and discuss the alternative models. Decision making in classical theories, is made out to be a “...rational and logical process” (Miller 140). It begins with “organizational members” recogniz-ing a problem which calls for a decision to be made. Next, members research information that might help them in their decision. Then the “decision makers”(Miller 140) create options and assess them according to “...carefully developed criteria for decision effectiveness” (Miller 140). Finally, the decision making process comes to a close when the best decision is determined and the “...decision implementation can begin”(Miller 140). The normative method was one theory of the rational model which was utilized by organizations. This theory breaks down the criteria mentioned above into five steps: formulation, concept development, detailing, evaluation, and implementation”(Miller 140). While this rational model appears to be idyllic, it tends to be a prescription to the decision making process and is not necessarily effective. This is where the alternative models take over.
The alternative models view the decision making process as a “...satisfying process in which the search is not for a single optimal solution but for a solution that will work well enough for dealing with the situation”(Miller 140). In these models, managers may rely on “anal-ogy”(Miller 142), which is making decisions based on previously successful outcomes. In an-other approach managers may rely on the “collision of problems and answers” (Miller 143) to make sense of the situation and make the best decision. Today, many organizations are turning to online communication, thus computer mediated decision making is becoming more prevalent as online communication continues to grow.
While face-to-face communication was the most effective form of communication before the im-plementation of computer mediated systems, it “… does not cope well with organizational con-straints such as time, pressure, or the geographic distribution of team members”(Berry 1). Com-puter mediated communication “…enables increased and more equal team member participation, offers flexibility over time and distance, creates time for additional reflection and thought by par-ticipants, and archives a permanent record of all discussion”(Berry 1). Let’s discuss the ability to “…archive a permanent record of discussion” (Berry 10). This allows members to go back over ideas or conversations they may have had so as to help make a more effective decision. Thus this stage is an important aspect of computer-mediated communication because it can lead to effective online decision-making.
Probably the most important feature of online communication and decision-making, is time. Computer mediated communication allows team members the “…time to pause before re-sponding and thus are more likely to respond when prepared instead of responding immediately, as is often required in synchronous communication”(Berry 10). In order for organizational members to identify problems and carefully define it, individuals must be prepared in order to give accurate information. Online decision-making allows members to take this time and present beneficial information. Another important aspect of computer-mediated communication which leads to effective online decision-making is the ability to “archive” records of discussion (Berry 10). This allows members to go back over ideas or conversations they may have had so as to help make a more effective decision.
In much of the computer mediated communication managers may not be the only ones making decisions and often times depend on the participation of orgaizational members in a group setting. Therefore having a thourough understanding of the decision making process and the approaches of the alternative models, makes it possible to pinpoint the characteristics of ef-fective computer-mediated decision making. Considering Hirokawa and Gouran’s Functional Theory of Group Decision Making, we can see how this model can apply to effective online de-cision making as well.
Hirokawa and Gouran’s Functional Theory of Group Decision making explains that ef-fective decision making “...depends on groups attending groups attending to critical functions through group communication” (Miller 146). These five critical functions are:
The group should have a solid understanding of matters being resolved. (146)
The group should determine the minimal characterisitcs required in order for any alternative to be acceptable. (146)
The group should identify a relevant and realistic set of alternatives. (146)
The group should carefully examine the alternatives in relation to each previously agreed-upon required characteristic. (146)
The group should select the alternative that is most likely to have the desired characteristics. (146)
These functions correlate with those phases identified as critical to the individual decision mak-ing process. If used, this list of critical functions can aid in this process leading to a “...high quality decision” (Miller 146). In computer mediated decision making this model can be used to decide if the decision process is effective. Just like traditional teams, virtual teams include, “...small numbers of individuals, have a common goal to work toward, and need to develop work protocols and supportive relationships in order to function effectively”(Yoon and Johnson 2).
The same goes for effective decision making, in the traditional sense that “...managers of virtual teams [must] pay close attention to the needs of the team members”(Yoon and Johnson 2). Similar to Hirokawa and Gouran’s Functional Theory of Group Decision Making is Tuck-man’s linear progression model which identifies four stages- “…forming, storming, norming and performing”(Yoon and Johnson 2). In this model much like Hirokawa and Gouran’s, members identify key issues, develop a complete understanding of these issues, determine realistic out-comes and put their decisions in practice. In order for this model to be effective members must not only follow these four functions they must also “…resolve issues and concerns during the storming phase in order to move forward effectively”(Yoon and Johnson 3).
Computer mediated decision making is an important concept of the 21st century and un-derstanding the characteristics that make this process effective is essential. Through the defini-tion of the decision making process to the discussion of the various models of effective online decision-making, you should have a better understanding of the process and its involvement in the success of an organization.
Decision-making is a very important process in organizational communication. It can ei-ther help or hinder an organization in its search for a satisfactory solution. Smith Corporation had just this problem. After reviewing the several different methods to decision-making, partici-pation and a sense of understanding by each member is vital in terms of group satisfaction when coming to participating in a decision making process. In online decision-making, participants do not get to have a face-to-face interaction with each other, but they do have the opportunity to participate in something similar, which is the vir-tual world of Second Life. In doing so, they are able to see every member that is involved in the decision-making process, have interaction by chatting or even using voice, and can see each other in the form of a personal avatar. This would be a recommended channel of communica-tion, which would be helpful in order for Smith Corporation to come to a satisfactory decision without encountering any problems. A new method of decision-making that will be presented will be done through a fair, step-by-step process, assuring that every member involved in the decision participates as this can increase satisfaction of everyone. According to Katherine Miller, “the most widely studied atti-tudinal effect of participation is job satisfaction”(p. 148). Instead of focusing on the solution right away, members will participate in discussion in order to get several opinions and ideas, leading to an effective decision. Jared R. Adams(2006) states that "shared decision making as-sumes that all members have important information to contribute to the process"(p. 87-88). It is always to get the perspectives of everyone rather than simply someone alone. The model is pre-sented in the figure below. The first step in the process will be an introductory one. Each mem-ber will share a bit of info about each other. The problem that occurred with Smith Corporation was the lack of familiarity. If everyone has the chance to get to know a few personal things about each other, interaction will be more personal and relaxed. The next step in the process will be assuring that everyone involved has an understanding of what the decision will be based upon. In the conflict with the Smith Corporation, there is a possibility that not everyone completely un-derstood the situation. The third step is ensuring that everyone is able to include his or her own point of view in an equal way. By doing so, those who have an idea are able to put it on the table and aren’t holding their tongue while others are making the decision for them. Input is very im-portant to get a wide array of opinions and to see the issue from more angles. Next, discussion and turn-taking will be used between all members involved. Everyone must respect the point of view of those who give their input. This way, those who present any kind of idea will be heard. Through this, a fair and well thought out decision can be made. Hopefully, in the end, the mem-bers involved will be able to come to the best decision possible. After hearing everyone’s opin-ions and deciding which option is best, the group will hopefully reach an agreement. In the final step, members will actively participate in discussion about how they feel this decision will be effective and beneficial.
In using this method through the Second Life, each member will be able to partici-pate simultaneously with others. Unlike instant messenger, members will also be able to see each other’s avatar. Everyone will be able to see what each other has to say through a window and could possibly even lower the probability of a conflict occurring through communication.
With technology’s steady development, businesses need to adapt to the changing envi-ronment. Medias of communication have expanded to include several virtual forms of decision-making. Acclimation to this new model will have an impact on individual tasks, organizational forces, strategic direction and the organizations culture and it is likely there will be some resis-tance to new ideas. As shown in Connor and Lake's Model of Planned Organizational Change, these four are all interconnected so what impacts one will have an effect on the others as well. Usually, change processes are initiated at the top. The managers demonstrate the new behavior or procedure and subordinates are more likely to follow suite. “It is senior management who has the most impact on change.” (Fairhurst, 1993) So it is crucial that the managers buy into the importance of the change and are committed to it. If employees see that their supervisors are not supporting a new practice they will be less likely to see the benefits of it and more prone to resist change. The pressure to influence the other members of the company has a major impact on the organizational forces. It is important that all managers have a consistent attitude towards the change process. Once the Catalyst model is carried out the organization should begin reach-ing well thought out decisions more easily through thorough discussions and debates. Individuals adapting to an online decision making procedure may require a lot of pa-tience. This transition would be easier for employees of the millennial generation because many of them went through high school using instant messaging programs or role-play games like The Sims. Second Life is a combination of these two programs. Participating in the Catalyst deci-sion-making process will bring employees more satisfaction because they feel included and more like they are a part of the organization. In turn, they will feel more loyal to the company and work harder to help it thrive. Strategic direction involves both the goals of the organization as well as the methods the company will take to reach them. It is logical that with better-educated decisions, the com-pany’s strategic planning will be more effective. Virtual communication further enhances an organizations culture on a global scale. It is unlikely that Smith Corporation’s New York office has the same culture as an office in Tokyo, but a Second Life mediated culture could form between the offices. People’s values, attitudes, and beliefs will show through their interactions in discussions. The Catalyst Model encourages open interaction and idea sharing. Forming this online culture could help strengthen the local or-ganizational culture because it opens participants’ eyes to new ideas.
Using the Covin and Kilmann model of Typical Problems Identified in Change, this pa-per will point out some problems that may arise when Smith Corporation implements virtual worlds for use by their global management team. Covin and Kilmann identify eight problems in their model and the following paragraphs will hit on these as they apply to the Smith Corpora-tions intended change.
There are various problems that could arise when Smith Corporation initiates the use of virtual worlds. An initial problem could be the lack of management support. Some of the mem-bers of the global management team may not want to try the virtual worlds, such as Second Life, and, therefore, those members will be difficult to assimilate into the virtual world. Another problem could be the inconsistent action by key managers, meaning that some of the managers could be inconsistent in their participation or leadership in the virtual world. In addition, since the management team has tried so many other ways to have decision-making meetings, they could have unrealistic expectations that the virtual worlds could solve all of their problems over-night. Team Catalyst could take the heat for this, unless the Team is able to convey that adjust-ing to the virtual world could take time and effort. Of course, there could be individual failures, such as lack of meaningful participation and poor communication, but this could have happened in the other mediums used by the global management team prior to using virtual worlds. Lastly, the purpose of implementing the virtual worlds must be made clear to the management team. This could be made clear by pointing out the failures of the other mediums and explaining the benefits of the virtual world (Miller 183).
The use of the virtual world will change the decision making process for the Smith Cor-poration’s management team for the better. Virtual worlds will change the current decision mak-ing process by being able to mimic a face-to-face meeting with accuracy. Each team member will be able to see the other team member in a relaxed setting and will be less likely to personally attack each other, because of the virtual face-to-face setting. However, there could be some chal-lenges in changing to the virtual world.
Some of the challenges that Smith Corporation could face in the change to the use of vir-tual worlds for decision making are that the technology could take a while to get used to, meeting times could be difficult because of the synchronous medium and some team members may want to “play” in the virtual world rather than work.
Being on the cutting edge of entertainment technology should help Smith Corporation move into virtual worlds quite easily. Because of the nature of the business, it is clear that the global management team are quite technologically savvy, so the difficulty of the technology should give little strain on the value of the team using the virtual world for the decision making process. The problem of synchronicity will have to be addressed, but it seems that there is likely a current way to solve this problem as the company has used synchronous mediums in the past. Lastly, once the novelty of the virtual world wears off, the company will find that meeting in a virtual world is exciting and cutting edge, just like the company’s image, and will yield great re-sults. Team Catalyst believes that the implementation of the virtual world is unlikely to fail. The company is very technologically advanced and having virtual decision making meetings is likely something that a company such as Smith would be very eager to have.
References
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Fairhurst, G. T. (1993). Echoes of the Vision: When the Rest of the Organization Talks Total
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Miller, K. (2006). Organizational Communication: Approaches and Process. Wadsworth
Cengage Learning.
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learning teams Education Tech Research Development.
Berry, G. (2006). Can Computer Mediated Asynchronous Communication Improve Team
Processes and Decision Making. Journal of Business Communication. Vol.,43., 344-366.
Online Decision Making PAGE 9
Introductions
Determine the Best Solution
Discuss Solution Outcome
Catalyst Decision Making Model
Participation
(Member Input)
Understand the Situation
