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Decision Support Systems 15 (1995) 211-217

A tool kit for multimedia supported group/organizational

decision systems (MSGDS)
Myron Hatch er *'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/Organizational 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 element 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 developments. The intention of this paper is to explore
ideas about a multimedia tool kit and to provide
a focus for development of a theoretical framework to assist in guJAing the applications in Mul-

* Email: myron hatcher@csufresno.edu.

1Presented at: Dipartimento di Informatica e Sistemistica,
Universita' degil Studi di Roma, "La Sapienza", Via Eudossiana, 18, 00184 Rome, Italy. March 3, 1993.

timedia Supported G r o u p / O r g a n i z a t i o n a l Decision 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 advances 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 unstructured in nature. History has shown that the impact 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

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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 statements that led to answers. The classic was the
"What If" question that allowed the investigator
to easily test alternatives and evaluate parameters. 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 depicts 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 important. 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 application 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 c o o p e r a t i o n /
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 Support Systems as Scenario 4. When a decision is to
be reached by geographically distributed individuals, 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 functions.
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 colocated. Hatcher presents a design of a geographically 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 information 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 Information Systems support tends to entail special projects 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]. Uncertainty can be presented in terms of probabilities or fuzzy possibilities [12]. The simulation
system and models are included in the tool subsystem (i.e., the tool kit). Multimedia systems
allow visual simulations, visual output of simulations and reduce uncertainty by providing richer
information.
Decision makers have various criteria and performance measures that they bring to a decision
process. These criteria and performance measures must be integrated in a GDSS [13]. The

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

author's approach is using the Analytic Hierarchy

Process [14],[15],[16],[17] for resources and alternatives to be weighted and prioritized. Both objective 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 h i s / h e r profile with the tools and
communication procedures [19]. The AI component 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 decision maker. The richness of multimedia channels
allows a totally new level of cognitive-style thinking in decision making.
Eventually decision making with multimedia
concepts will remow. the limitation of time [8],
[2]. These systems will allow geographically distributed databases, g,eographically distributed decision makers, and decision making tools such as
simulation to be utilized with no time limitations
because of intermediate storage devices. CDR O M will eliminate ~,;pace limitation via networks
that extend into the ihome or virtual offices.
The face-to-face meeting process, in one location, has a new dimension. Who has what priority
when? What are the pre-and post-meeting activities? Another focus is the interaction of people
made possible by technical advances such as
database, telecommunication, and other hardware developmen~ts. The level of prior experience
and accepted culture among the decision makers
indicates a need for p r e / p o s t meeting activities
to be included. Muh:imedia systems offer an excellent 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. Various ways of doing business such as p r o / c o m
analysis and other decision activities must not be

213

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 formats for information are text, graphics, audio,
images, animation, and full-motion video. The
future will bring virtual reality both for simulation 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 participant 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 information on C D - R O M 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 selfpaced and discovery analysis that leads to tai~lored analysis. Multimedia enhances these features.
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 storage of images with more than simply rule-based
approaches. The integration of multimedia channels 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 support. These tools, which differ from GDSS tools

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

214

by focusing on one decision maker, include WhatIf, Goal Seeking, Sensitivity Analysis, Explain,
etc. What-If is where one or more variable is
changed and the impact upon the outcome variable 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 p r e d e t e r m i n e d step
changes in an independent variable. Explain is a
backtracking procedure that highlights the variables that contributed most to the result. Voting
is a tool to consolidate weights or evaluate alternatives. The author has used the Analytical Hierarchy 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 decision making. Tools are defined as built-in functions. The tool set would contain idea generation
as discussed by [20]. Young uses m e t a p h o r search
in idea generation, and the computer becomes
part of the group as an extended memory device.
Electronic Brainstorming assists in idea generation. Issue Analysis allows decision makers to
identify, edit, and rank categories. A voting procedure 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 M S G D S

Tool Kit. The readers are encouraged to consider
the challenges, issues, and opportunities inherent
in each.

time and space. These features are common to

other software programs but are even more important 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 technology 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. C D - R O M
technology allows massive data storage so each
participant can interact with the system at h i s / h e r
convenience. A user interface module will support this process by simplification or seamless
user system interaction. For example, the process
could include specific questions that each participant would answer with visual, voice, or written
answers or specific questions posed by one participant 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 distribution will become critical. Given the richness of
multimedia information and the ability to respond in various forms of media, real-time processing requires channel capacity and data storage capacity not needed previously.

6.1. Theoretical frameworks for MSGDS tool kit

A
gram
steps
(i.e.,

main feature in M S G D S is a learning pro(i.e., scripting techniques) that copies the

of the decision process. The hypermedia
navigator) concept must be developed for

6.5. Designing system features in the MSGDS tool

kit
Decision support systems (DSS), group decision support systems (GDSS), expert systems (ES),

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

215

organizational information systems (OIS), management information systems (MIS) require additional design concepl:s for multimedia platforms
(i.e., hardware requirements and multimedia software). 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 decision making steps is the simplest approach; AI
offers alternatives with intelligent guidance.

6.6. Application deue,!opment features in the MSGDS tool kit

Hardware includes C D - R O M technology and

channels with adequate capacity. Interactive multimedia systems require substantial hardware. The
concept of distributed and general access enhances the requirements beyond most reasonable
levels.

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 production applications and physical sensor data collection. 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 desktop 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 nonhierarchical links may exist between pages. The
continuous dimension will be time.

6.8. Intelligent systems in MSGDS tool kit

The theoretical potential of Artificial Intelligence (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 Intelligence is "a systems that learns". These applications range from database storage to flexibility in
user interface development. Unique to multimedia are relationships among types of data.
Scripts, similar to spreadsheet applications with

6. 9. Multimedia hardware requirements

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 specialists. The integration of information from multiple databases must be supported. After a person 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 performance are important for constant improvement.
The performance measure should lead directly to
changes in the systems.

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 MSGDS tool kit

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

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

decisions will be the key issue. The decision process, pre-and post-meeting a n d / o r decision, will
become more documented and important. The
improvements must be both effective and efficient. Of course, mistakes will be made by applying the process to problems that are not appropriate for this methodology. In general, the benefit will be positive and unmeasurable.

6.14. Legal issues related to M S G D S tool kit

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

6.15. Security features in M S G D S 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 available 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 technology and group decision concepts provide an
enriched environment for multimedia integration
into Multimedia Supported G r o u p / O r g a n i z a t i o n
Decision Systems. The development of multimedia tool kits will be essential to success. The
actual success will depend upon the theoretical
foundation developed.

References
[l] G.P. Huber, Issues in the design of group decision support systems, MIS Quarterly, 8(3)(1984).
[2] M.E. Hatcher, Group decision support systems: decision
process, time and space, Decision Support Systems (8)
(1992).
[3] K.L. Kraemer, and J.L. King, J.L., Computer-based systems for cooperative work and group decision making,
ACM Computing Surveys, 20(2) (1988).
[4] G. DeSanctis, and R.B. Gallupe, A foundation for the
study of group decision support systems, Management
Science, 33(5) (1987).
[5] G. DeSanctis, and B. Gallupe, Group decision support
systems: A new frontier, In Sprague and Watson (Eds.),
Decision Support Systems: Putting Theory into Practice
(New Jersey, Prentice-Hall, 1986).
[6] M.E. Hatcher, A video conferencing system for the
United States army: Group decision making in a geographically distributed environment, Decision Support
Systems (8) (1992).
[7] S.L, Gass, R.W. Collins, C.W. Meinhardt, D.M. Lemon,
and M.D. Gillette, The army manpower long-range planning system, Operations Research, 36(1) (1988).
[8] A.L. Vassiliou, ARES: A system for real-time operational and tactical decision support, DTIC No. AD-AI78
565 (1986).
[9] M.E. Hatcher, Simulation and uncertainty within a decision support system model, Proceedings: IFPS Users
Association, 1985 National Meeting, Austin, Texas, June
(1985).
[10] A. Dutta, and A. Basu, Computer based support of
reasoning in the presence of fuzziness and uncertainty,
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[11] A. Basu, and A. Dutta, Computer based support of
reasoning in the presence of fuzziness, Decision Support
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[12] J. Kacprzyk, J., Group decision making with a fuzzy
linguistic majority, Fuzzy Sets and Systems, 18(2) (1986).
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Settings," DTIC No. AD-A180 949 (1987).
[14] M.E. Hatcher, and T. Wielicki, A group decision support
system for determining resource allocations for economic
development of Poland, Chinese Decision and Decision
Support Systems, second quarter (1993).
[15] M.E. Hatcher, and T. Wielicki, Sequencing expert system
rule sets using the analytic hierarchy process, The Review of Business Studies, Fall (1994).
[161 E.H. Forman, T.L. Saaty, M.A. Selly, and R. Waldron,
Expert Choice (Decision Support Software, Inc., 1985),
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Hierarchy Process (Planning, Priority Setting, Resource
Allocation), University of Pittsburgh (1988).
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designs: Much ado about nothing?, Management Science,
29(5) (1983).

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[19] J.J. Elam, and B. Konsynski, Using artificial intelligence
techniques to enhance the capabilities of model management systems, Decision Sciences, 18(3) (1987).
[20] L.F. Young, The metaphor machine: A database method
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[21] W.B. Martz, Jr., D.R. Vogel, and J.F. Nunamaker, Jr.,
Electronic meeting systems: Results from the field, Decision Support Systems, 8(2) (1992).

217

Myron Hatcher holds masters degrees

in Engineering and Public Health. His
ScD is from The Johns Hopkins University and focused on management
science developments in medical information theory. He publishes articles in both Management Science and
Public Health journals. His current
efforts are in multimedia and international information systems. He is involved with the World Health Organization on monitoring and measurement methods and the information systems required for implementation