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A distinctive tradition within group decision support uses models to structure managerial problems. In this tradition, stakeholders jointly construct a model on their issue of concern in facilitated workshops. In the past decades a wide variety of theoretical insights into and techniques for model-based decision support have been proposed and tested in practical applications. Methods are designed and used by experts; guidelines on their use are not completely spelled out in the literature. This lack of transparency may lead to difficulties in showing the value of methods to researchers in other fields, limit transferability of methods and complicate recombining elements of methods into a multimethodology. In this paper we aim to contribute to transparency by contrasting two model-driven methods: group model building (GMB) and Strategic Options Development and Analysis (SODA). We first develop a framework for comparing methods on a theoretical and practical level. Second, we describe the separate use of each approach, on one and the same issue, with a similar group of participants. By contrasting the choices made in a practical application we clarify process and results in different phases of problem analysis. Our conclusion is that theoretical assumptions of both approaches are more similar than expected. Each method captures different aspects of the problem and in this sense methods may supplement one another: where SODA focuses on the future and identification of actions, GMB aims to create insight into the relation between (past) behavior and structure of the problem. In choosing which element of the methods to use, it is important to realize that each element strikes a particular balance between costs (e.g. time taken from participants or modelers) and benefits (e.g. level of involvement or model verification). For instance, some elements speed up the process but do so at the cost of lowering participants' involvement. A practical combination of elements of GMB and SODA thus requires the user to assess the relative importance of insight and action as project deliverables, weigh costs and benefits of elements of either method and string these together in a logical sequence that creates the outcomes required. [ABSTRACT FROM AUTHOR]

This study examined the effects of collaboration mode (collocated versus non-collocated videoconferencing-mediated) on team learning and team interaction quality in a team-based problem solving context. Situated learning theory and the theory of affordances are used to provide a framework that describes how technology-mediated collaboration affects both the technical/operational and social aspects of team-based problem solving. An empirical interpretive research approach using direct observation is used to interpret, evaluate and rate observable manifested behaviors and qualitative content (i.e., discussions) associated with team learning. The study's findings revealed that facilitation of coordinated discourse and team member contributions as well as maintenance of a positive social climate are essential to the realization of greater team learning and interaction quality. Theoretical, methodological, and practical implications of the study are also discussed. [ABSTRACT FROM AUTHOR]

The article discusses a study in La Carpio, San Jose, Costa Rica which examines how Dramatic Problem Solving (DPS), an interactive theatre based facilitation, was implemented structural conflict transformation at a community in interpersonal and intrapersonal level. It notes that the study incorporated an action research on a theatre based facilitation model and merged the fields of conflict resolution with performance studies. It reveals that a facilitated problem solving model is the way performance can make physical and real what is often unspoken or hidden.

This article explores the interplay between trust and conflict as antecedents of team effectiveness. In the first cross-sectional study, two alternative path models are tested in a sample of 174 teams (897 participants) with the emergent states of task conflict, relationship conflict, and trust acting as mediators between team demographic diversity (gender and nationality) on the one hand and perceived team effectiveness on the other. In one model trust is considered as an antecedent for the two types of conflict, while in the other the two types of conflict precede the emergence of trust. Although the fit indices for the model in which trust is considered the antecedent of conflict were slightly better, both models fitted the data well. The interdependence of trust and conflict was further explored in a second longitudinal study (49 teams), and the results showed that trust emerging in the initial team interaction phases is a good predictor for the emergence of both task and relationship conflict in further stages of team development. [ABSTRACT FROM AUTHOR]

A key feature of group facilitation is motivating and coordinating people to perform their joint work. This paper focuses on group coordination which is a prerequisite to group effectiveness, especially in complex tasks. Decision-making in groups is a complex task that consequently needs to be coordinated by explicit rather than implicit coordination mechanisms. Based on the embedded definition that explicit coordination does not just happen but is purposely executed by individuals, we argue that individual coordination intentions and mechanisms should be taken into account. Thus far, the subjective perspective of coordination has been neglected in coordination theory, which is understandable given the difficulties in defining and measuring subjective aspects of group facilitation. We therefore conducted focused interviews with eight experts who either worked as senior managers or as experienced group facilitators and analysed their approaches to group coordination using methods of content analysis. Results show that these experts possess sophisticated mental representations of their coordination behaviour. These subjective coordination theories can be organised in terms of coordination schemes in which coordination-releasing situations are facilitated by special coordination mechanisms that, in turn, lead to the perception of specific consequences. We discuss the importance of these subjective coordination theories for effectively facilitating group decision-making and minimising process losses. [ABSTRACT FROM AUTHOR]

Prior research has argued that cognitive style can have a significant impact on group decision making. In addition, several scholars have proposed that cognitive style can play a key role in the design and use of group decision support systems. However, cognitive style has not received a great deal of attention in the problem structuring methods (PSMs) community. This is surprising, given that PSMs are specifically developed to support a group in their decision making. The purpose of this paper is thus to examine the significance of cognitive style within PSMs. The paper identifies and explores the role of four different cognitive style functions in problem structuring interventions. This analysis is carried out by focusing on the different tasks embedded within a group process supported by PSMs. Implications for the research and practice of PSMs are then discussed. [ABSTRACT FROM AUTHOR]

This study focuses on the varying effectiveness of three mediation styles-facilitation, formulation, and manipulation-on international crises. Effectiveness is assessed in terms of three outcome variables: formal agreement, post-crisis tension reduction, and contribution to crisis abatement. The authors analyze new data on the mediation process from the International Crisis Behavior project (1918-2001). Manipulation has the strongest effect on the likelihood of both reaching a formal agreement and contributing to crisis abatement. Facilitation has the greatest influence on increasing the prospects for lasting tension reduction. The authors explore how the different styles affect the strategic bargaining environment to explain these differences in impact. The findings suggest that mediators should use a balance of styles if they are to maximize their overall effectiveness. [ABSTRACT FROM AUTHOR]

Discussion is given on the relevance of group dynamic processes in promoting decision-making in email discussion groups. General theories on social facilitation and social loafing are considered in the context of email groups, as well as the applicability of psycho-dynamic and interaction-based models. It is argued that such theories may indeed provide insight into email group interactions, but that communication limitations may severely hinder the effectiveness, and possibly the natural evolution, of email-based groups. Based on the various theoretical perspectives on group dynamics, some general recommendations are provided on promoting effective email groups, which include the set-up of communication and decision protocols, the cogent use of a group facilitator, and where possible, the supplementary use of face-to-face interactions. [ABSTRACT FROM AUTHOR]

Group process methods for problem solving and planning are now widely used in organizations in the United States. Such methods, which involve active participation by employees, are not often used in Russia. We believe these methods would help Russia move from a centrally planned, authoritarian style of management to a more participatory, information-sharing style of management. Accordingly, two training sessions were held with faculty members at universities in Irkutsk and Novosibirsk. This article describes how these meetings were arranged, the results of the planning activities, and the implications of participatory methods of decision making for organizations in Russia and in other transitional economies. [ABSTRACT FROM AUTHOR]

Part II. Focuses on a study which examined the impact of facilitator competencies on creative problem solving group development and productivity. Review of related literature; Categories of facilitator competencies; Outline of the process of facilitation; Description of the different levels of group development and the facilitator competencies that are specific for each level; Managerial implications.

The article presents recommendations on how to achieve the best performance of team members for maximum meeting success. It presents various situations on how to manage the meeting such as before, during and after the meeting. It also notes the important things to avoid during the meetings including the avoidance of lecturing the group, demeaning individuals, and having unclear goals. Moreover, it emphasizes the facilitation of the creative problem solving and innovation of the group. It also asserts that these recommendations can help in achieving the highest productivity and creative enjoyment in meetings.