Negotiation in Strategy Making Teams: Group Support Systems and the Process of Cognitive Change

Abstract

This version is available at https://strathprints.strath.ac.uk/13282/ Strathprints is designed to allow users to access the research output of the University of Strathclyde. Unless otherwise explicitly stated on the manuscript, Copyright © and Moral Rights for the papers on this site are retained by the individual authors and/or other copyright owners. Please check the manuscript for details of any other licences that may have been applied. You may not engage in further distribution of the material for any profitmaking activities or any commercial gain. You may freely distribute both the url (https://strathprints.strath.ac.uk/) and the content of this paper for research or private study, educational, or not-for-profit purposes without prior permission or charge.Any correspondence concerning this service should be sent to the Strathprints administrator: strathprints@strath.ac.ukThe Strathprints institutional repository (https://strathprints.strath.ac.uk) is a digital archive of University of Strathclyde research outputs. It has been developed to disseminate open access research outputs, expose data about those outputs, and enable the management and persistent access to Strathclyde's intellectual output.Group Decis Negot (2011) Abstract This paper reports on the use of a Group Support System (GSS) to explore at a micro level some of the processes manifested when a group is negotiating strategy-processes of social and psychological negotiation. It is based on data from a series of interventions with senior management teams of three operating companies comprising a multi-national organization, and with a joint meeting subsequently involving all of the previous participants. The meetings were concerned with negotiating a new strategy for the global organization. The research involved the analysis of detailed time series data logs that exist as a result of using a GSS that is a reflection of cognitive theory.

Understanding behaviour in problem structuring methods interventions with activity theory

“…However, few studies have tackled the foundational ideas underlying these processes directly (White, 2014), leaving the concept as largely metaphorical (Ackermann and Eden, 2011). The current work reviews some of the debates around the conceptual components of OR interventions to serve as a basis to position future research.…”

Rethinking Soft OR interventions: Models as boundary objects

“…In particular, with notable exceptions (e.g. Ackermann & Eden, 2011b;Franco & Rouwette, 2011;Shaw, Ackermann, & Eden, 2003), we know little about the complexities associated with core aspects of Soft OR interventions such as model-supported group processes. I argue that this focus is critical because it could help us answer a number of relevant questions related to the impact of models.…”

Boundary games: How teams of OR practitioners explore the boundaries of intervention

“…Delving more deeply into how model building has an effect, Ackermann & Eden (2011) describe a case study of collaborative causal modeling assisted by computer software. Statements made by participants were mapped onto changes in the model as it developed, and the authors claim that this demonstrated cognitive changes in individuals, as their contributions to the collective discussion appeared to be altered as the model itself developed.…”