A Formal Study of Distributed Meeting Scheduling

Automating routine organizational tasks, such as meeting scheduling, requires a careful balance between the individual (respecting his or her privacy and personal preferences) and the organization (making efficient use of time and other resources). We argue that meeting scheduling is an inherently distributed process, and that negotiating over meetings can be viewed as a distributed search process. Keeping the process tractable requires introducing heuristics to guide distributed schedulers' decisions about what information to exchange and whether or not to propose the same tentative time for several meetings. While we have intuitions about how such heuristics could affect scheduling performance and efficiency, verifying these intuitions requires a more formal model of the meeting schedule problem and process. We present our preliminary work toward this goal, as well as experimental results that validate some of the predictions of our formal model. We also investigate scheduling in overconstrained situations, namely, scheduling of high priority meetings at short notice, which requires cancellation and rescheduling of previously scheduled meetings. Our model provides a springboard into deeper investigations of important issues in distributed artificial intelligence as well, and we outline our ongoing work in this direction.     

The Meta Environment: A New Group Support System Structure

The greatest success of conventional group support systems (GSS) has been in meetings whose purpose is to extract and record the ideas that participants bring to the meeting. Research supports the usefulness of GSS when complexity is high and groups are large. Conventional GSS almost always require a facilitator or group leader to guide a group through a desired set of tasks. The next natural step beyond conventional GSS is to empower people to use even a broader set of tools in meetings. This article proposes a new GSS structure called the meta environment in which group members bring material into the meeting from their individual workstations, and interact dynamically not only to generate new material, but also to access and analyze existing computer-based information such as spreadsheets and documents. More importantly, a meta environment enables people to work both in synchronism and out of synchronism with the meeting, and adjust to and remember work across meetings. A prototype development project and user testing shows how meta environment components can be built and used. Results from the user testing suggest the need for a new cycle of empirical testing in GSS research to evaluate the effect of the meta environment on existing and new group structures.     

Managing insight velocity: The design of problem solving meetings

Insight velocity measures the speed with which participants in a meeting increase their understanding of a problem and its possible solutions. The problem solving meeting is an information processing system subject to the influence of rational and social forces. Traditional meeting skills and information technology, in the form of group technology, provide meeting designers with a means of amplifying and dampening these social forces to improve the effectiveness of meetings. For each phase of a meeting, a three stage information processing model (generate, evaluate, and relate) is described. Meeting design consists of two activities: (1) dividing a meeting into a sequence of information processing steps, and (2) deciding which forces to amplify or dampen in each phase. Meeting design is based on repeated application of this three stage model to maintain insight velocity. These principles of meeting design are illustrated with vignettes drawn from selected meetings addressing complex problems.     

Computational Indicators to Assist Meeting Facilitation

In many group work settings, meetings take up a reasonable amount of time and often do not achieve satisfactory outcomes. One of the techniques that has been introduced to ensure meetings run smoothly and reach their goals places an individual in the role of meeting facilitator. Facilitation involves putting together the meeting agenda, designing meeting dynamics and overseeing the meeting at run time, to ensure goals are met. This may involve intervening or adjusting meeting structure to produce desired results. Thus, a facilitator should be able to act according to perceived group dynamics or problems. In this paper, we investigate information needs during facilitation activities. Based on initial investigations, we describe a meeting support system constructed to aid the facilitator in assessing meeting dynamics and a preliminary evaluation. Our goal is to provide information to the facilitator so he or she can better decide when to act and what to do.     

The Effects of Integrating Cognitive Feedback and Multi-attribute Utility-Based Multicriteria Decision-Making Methods in GDSS

Cognitive conflicts arise within groups because the members of a group view a problem from different perspectives, even when they have similar interests in achieving a goal. Disagreement within a group may occur due to: (a) differing judgment policies among the members, (b) inconsistency by any member in using a judgment policy, (c) group process losses that prevent group members from understanding each other better, or (d) limited processing capability which may prevent group members from processing all information effectively. Disagreement is especially likely when policies, processes, or information are conflicting in nature.A level 2 GDSS to aid judging in cognitive conflict tasks is presented that combines cognitive feedback and Multi-attribute utility (MAU) theory based multicriteria decision-making techniques with the communication structure and activity-structuring capabilities of a level 1 GDSS. Though cognitive feedback and MAU methods have been used separately to help groups resolve cognitive conflicts, never before have the two decision aids been used together in a computer-based collaborative system.The contributory effects of the components of this GDSS design were empirically tested in a laboratory setting. Three treatments: an unaided face-to-face meeting, a level 1 GDSS supported meeting, and a level 2 GDSS supported meeting were compared in a repeated measures experimental design.Results largely supported the proposed research hypotheses. Some specific findings include: (1) the level 2 GDSS reduced disagreement between group members and improved consistency of judgments better than the other meeting environments did; (2) there was no significant difference in the reduction of disagreement between the level 1 GDSS and face-to-face meetings; and (3) while there was no difference in improvement of consistency of individual judgments between the face-to-face and level 1 GDSS supported meetings, group judgments made in face-to-face meetings were more consistent.     

Board Meeting Attendance by Outside Directors

Outside directors’ regular board meeting attendance is important in improving the effectiveness of a governance system. Such attendance is evidence of their commitment to the firm as key other players in monitoring and decision making. Using a unique dataset for Korean firms, and three-level random coefficients models, we find that, foreign outside directors, an independent appointment process, professional knowledge of business operations and accumulated firm-specific knowledge are important factors that affect outside directors’ attendance of board meetings. The results also confirm that both outside directors’ personal characteristics and the social context are crucial in understanding their board meeting attendance. Further analysis shows that a positive corporate environment that supports the outside director system encourages outside directors’ attendance at board meetings.     

Value-added annual shareholders meetings: reflections on people''s capitalism at Wal-Mart

Most shareholder annual meetings are relatively dull. This is a case study of how a large successful company, Wal-Mart, uses its annual shareholder meeting to motivate and spread best practices among other stakeholders including vendors and employees. In doing so, it makes it a value-added event and also livens up what may be a relatively dull annual shareholder meeting.     

Business meetings in a postpandemic world: When and how to meet virtually

The COVID-19 pandemic that erupted in 2020 forced businesses across the world to adopt virtual meetings. With many people working from home, software platforms like Zoom and Teams became ubiquitous, but their widespread use also revealed many weaknesses and limitations. While technologies for virtual meetings have existed for decades, these technologies have advanced significantly in recent years, and today range from audioconference facilities to telepresence rooms with high-resolution video and sophisticated virtual presence features. The available alternatives differ significantly in costs, complexity and capabilities, and choosing the most effective technology for each meeting setting is not always easy. This is important, since after the pandemic, virtual meetings will move from being a necessity brought on by the pandemic to being a widely accepted alternative to traditional face-to-face meetings. Consequently, the questions of when and how to meet virtually will become even more significant. In this article, we describe a decision-making framework for choosing when and how to meet virtually, based on matching the appropriate communication capabilities with various meeting objectives and taking into account meeting size and duration. The framework is based on extensive empirical research conducted in partnership with several major U.S. and European companies.     

Facilitation Methods for Collaborative Modeling Tools

This paper presents results of an ongoing research effort to support effective user involvement during modeling and analysis meetings. Productivity and user participation of traditional group meetings have been limitations imposed by chauffeured facilitation and single-user tools. These tools have been designed for analysts rather than for direct use by non-analyst users. Recently, electronic meeting systems (EMS) modeling tools that allow users to work in parallel to contribute directly during meetings have been developed. Such tools allow more domain experts to participate directly and productively during model development meetings than is possible using the traditional approach. Although previous research has demonstrated that EMS modeling tools may be used to develop some model content, little research had been done on collaborative facilitation methods that employ these tools. This paper presents a comparison of modeling approaches for use with EMS modeling tools and proposes an approach that overcomes significant problems inherent in other approaches. It leverages the productivity enhancement afforded by direct group access and still results in production of complete, integrated, high quality models. This approach allows models to be developed two to four times faster than with traditional modeling support and yet avoids model ambiguities and inconsistencies.     

A stakeholder‐based approach to leadership development training: the case of medical education in Canada

This paper reports the use of a stakeholder‐based, bottom‐up approach to determining leadership training needs and designing leadership training programs which contrasts with the top‐down policy that is often applied. The context is a Canadian medical school. Leadership training in medicine is in its infancy. Discussed and outlined in this study are stakeholder opinions on the pillars and priorities upholding leadership development. Seventy‐seven semi‐structured interviews were conducted with stakeholder groups including Trainees, Mid‐Level University Leaders, Senior Medical Clinician Leaders, Senior University Leaders, Medical Scientists and Senior Executives and Directors external to the University. Conventional content analysis was used to group the text into common themes and then group the themes into more general categories. Five general categories emerged: formal programming, organizational support, program evaluation, skill development and participant selection. A successful training program starts with identifying the individuals most likely to benefit from such a program. It emphasizes early training, mentorship and experiential learning. Programs should focus on developing: self‐awareness, communication skills and team‐building capability. Formal training programs would be most successful if they were regularly evaluated and strongly supported by their parent organizations.     

Developing meaningfulness at work through emotional intelligence training

To date, there remains a significant gap in the human resource development (HRD) literature in understanding how training and development contributes to meaningful work. In addition, little is known about how individuals proactively make their work more meaningful. This article shows how emotional intelligence (EI) training promotes learning about sources of meaningful work and documents managers’ experiences of independently applying to the workplace what they have learnt about meaningfulness from their EI training. Data is collected from participant observations and interviews with trainers and managers attending three externally provided, ‘popular’ EI training courses. Interpreting the data through Lips‐Wiersma and Morris's model of meaningful work enables a clear articulation of managers’ capacity to shape their work environments to create four, interconnected sources of meaningfulness: inner development, expressing one's full potential, unity with others and serving others. The findings also reveal structural and agential constraints when individuals attempt to create meaningful work. Practically, the study demonstrates the importance of training to enhance work of value and significance and offers recommendations for practitioners.     

A Proposal of Toolkit for GDSS Facilitators

Most group decision meetings are perceived to be extremely unproductive in terms of efficiently utilizing the participants’ time and effectively achieving the group decision meeting objectives. Indeed, group decision meetings consume a great deal of time and effort in organizations. These problems occur frequently because effective guidelines or procedures are not used. To overcome these problems, many group decision support systems (GDSS) imbed some facilitation mechanisms and are currently being used with the help of a human facilitator who guides the group members through the decision process. We propose in this paper a toolkit for GDSS facilitators that we integrate in our proposed architecture for distributed GDSS. Based on a model of the decision making processes group facilitation tasks are automated, at least partially in order to increase the ability of inexperienced facilitator to monitor and control the group decision meeting process.     

Incubator mediation in commercialising disruptive innovation

One of the parameters supporting an innovation-based economy in an age of technological development is the formation of business incubators. This study focuses on disruptive innovation and the support of a business incubator through network and institutional mediation. Relevant literature shows limited research in this area. This paper brings a deeper understanding of the influences of business incubation on disruptive innovation with an in-depth investigation into four participant companies. Using comparative case analysis, mediation similarities and differences were examined throughout the cases’ innovation identification, planning and development and implementation process. Four themes emerged: mediation influences the disruptive mind-set, interdisciplinary input, financial support and technology and business uncertainty. The findings extend the literature; provide practical guidance for incubator management and allocation of resources in disruptive innovation.     

Home economists’ perceptions of international development

Little is known about home economists’ perceptions of international development (ID). This paper offers some insights about this issue gained from an interpretative, thematic analysis of a very small sample of participants who attended the 1996 International Federation of Home Economics Congress. The analysis suggests inconsistencies in how home economists understand ID and what is seen to constitute ID activities, a lack of consensus about the meaning of development work, a lack of certainty about the difference between criticism and critique and concern for the imposition of western ideology on southern countries. Seven themes for future research are offered to help gain a better understanding of how home economists perceive ID including: (1) the role of participatory action research, critical theory, science and critical reflective practice in ID; (2) meanings attached to the concepts of international, development and economic growth; (3) the necessity of positioning an ID philosophy in practice, curricula, research and policy; and (4) perceptions of what constitutes development activities at home and abroad.     

Volunteerism and Virtual Community Business Success: The Case of the Internet Chess Club

Prior work has identified, in piecemeal fashion, desirable characteristics of virtual community businesses (VCBs) such as inimitable information assets, persistent handles fomenting trust, and an economic infrastructure. To date, researchers have lacked convenient settings to collect participant data to gain insight into VCB governance and success factors. In this work, we addressed this gap and studied the Internet Chess Club (ICC), a successful business that offers a rich and accessible data source for the researcher.

We started with an idealized VCB success framework that stressed the key role of the volunteers. We then used an integrated data collection architecture and performed statistical analysis on the ICC members' attitudes and activities. We identified specific attitude and use segments that represent regular member and volunteer subgroups and we show that these segments and their interplay support the framework we advanced at the outset. In our conclusion, we point out the general lessons that can be taken from this case and applied to other VCBs.     

Equines and their human companions

Previous research related to marketing describes deep emotional bonds that develop between humans and their pets (primarily cats and dogs). Another multi-billion-dollar international market that needs exploration flows from the highly-involving bonds between humans and their horses. Horses are not pets, but the study of equine relationships with humans generates insights into animal-companion interactions. This article reports results of an interpretive phenomenological investigation of the relationship between humans and their horses, using participant observations, in-depth interviews, and written open-ended questions including the critical-incident technique. Analysis of the data first addresses a priori themes from the animal-companionship literature and identifies themes found, themes with a twist, and themes not found. The article then discusses seven emergent themes unique to human-horse relationships — including physicality, partnership, bonding through adversity, flow experience, communitas, spirituality, and life lessons.     

Effects of Experience-based Work Patterns in a GSS Environment

Existing group support system (GSS) research has focused on the impacts of GSSs on conventional group-work patterns. Few studies have examined the effects of different group-work patterns in a GSS environment. Specifically, we are interested in group-work patterns that vary in terms of group members' experience or ability levels. In this paper, we report on an exploratory experiment designed to compare the effects of three distinct experience-based work patterns on group decision quality, efficiency, and participant satisfaction in the case of GSS usage. There is the conventional work pattern in which persons of differing experience levels work simultaneously in a meeting. An alternative pattern consists of experienced participants working on a problem first and then passing their results on to less experienced participants. Yet another pattern reverses this sequence. Our results show that while groups in the conventional work pattern are more efficient in considering alternative solutions, groups organized in the other two experience-based work patterns can produce higher quality solutions. We observed no significant differences in participant satisfaction among the three group-work patterns. These findings suggest that a GSS can be as effective (or even more effective) with alternative group-work patterns as it is with the conventional pattern.     

Towards an Instrument to Measure Participants' Perceptions on Facilitation in Group Support Systems Meetings

Facilitation is often considered to be one of the key factors in the successful application of GSS. Research on GSS facilitation has revealed insight into the types of tasks performed by facilitators and the potential positive effects of facilitation on group consensus and satisfaction. However, earlier research has rarely approached GSS facilitation from the participants' point of view. In this study a questionnaire was developed and distributed to 369 participants of facilitated GSS meetings in order to measure their perceptions of various facilitation tasks. The results suggested three categories of facilitation tasks that are perceived as important by participants. Each of these categories strongly correlated with participants' meeting satisfaction. Further research is needed to refine these categories so that the instrument may be used to evaluate a facilitator's performance.     

Virtual Meetings With Hundreds of Managers

This paper describes the use of a Group Support System (GSS) in a distributed meeting with hundreds of managers. All were managing directors of the local banks of Rabobank. The distributed meeting has contributed to reducing the lead-time of a decision of hundreds of managers from an estimated 6 months to 4 weeks while at the same time increasing the involvement of the managers. The paper discusses the processes followed, the results achieved, the feedback from the managers as collected in a survey and the lessons learned. The experience shows that large-scale virtual meetings with business managers are feasible today. The participants recognize the usefulness of the virtual meeting but also indicate the need to improve the processes followed and the IT used.