Abstract
This article frames GSS-enabled interventions as electronically supported discourses, designed and evaluated against a gold standard of ideal speech in a perfect communication environment. The objectives are, firstly, to develop a model of GSS-enabled interventions based on Habermas' theory of communicative action, and secondly, to apply the model as a problem-structuring device to the conceptual problem of designing the strategic evaluation of a comprehensive urban plan. The model, known as the VC (validity claims) Model, provides separate evaluative criteria for personal, social and technical aspects. The criteria for successful GSS-enabled interventions may be summarized as “personal commitment (validated by personal truthfulness or sincerity), to a social consensus (validated by rightness), for informed action (validated by objective truth)”. Detailed criteria (viz., goal, strategy, procedure, issues, problems) are developed for each type of validity claim and matched to the technologies available. The result is a detailed brief illustrating the design of a GSS-enabled strategic urban planning intervention, including a sample agenda for the GSS-supported meeting and the GSS tools that will be employed.
Similar content being viewed by others
References
Altschuler, Alan. (1965a). The City Planning Process: A Political Analysis. Ithaca, NY: Cornell University Press.
Altschuler, Alan. (1965b). “The Goals of Comprehensive Planning,” Journal of the American Institute of Planners 31(3), 186–197.
Banville, Claude, and Maurice Landry. (1989), “Can the field of MIS be Disciplined?,” Communications of the ACM 32(1), 48–60.
Barry, David and Michael Elmes. (1997). “Strategy Retold: Toward a Narrative View of Strategic Discourse,” Academy of Mgt Review 22(2), 429–452.
Benbasat, Izak and Robert W. Zmud. (1999). “Empirical Research in Information Systems: The Practice of Relevance,” MIS Quarterly 23(1), 3–16.
Checkland, Peter and Sue Holwell. (1998). Information, Systems and Information Systems. Chichester: Wiley.
Churchman, C. W. (1971). The Design of Inquiring Systems: Basic Concepts of Systems and Organizations, New York: Basic Books.
Cilliers, Paul. (1998). Complexity and postmodernism: Understanding complex systems. London and New York: Routledge.
Crystal, David. (1997). The Cambridge Encyclopaedia of Language, 2nd Ed., Cambridge University Press.
Daft, Richard, and Robert Lengel. (1986). “Organizational Information Requirements, Media Richness, and Structural Design,” Management Science 32(5), 554–571.
Dutton, Jane E. and Robert B. Duncan. (1987). “The Creation of Momentum for Change Through the Process of Strategic Issue Diagnosis,” Strategic Management Journal 8, 279–295.
Dennis, Alan R., and Monica J. Garfield. (2003). “The Adoption and Use of GSS in Project Teams: Towards More Participative Processes and Outcomes”, MIS Quarterly 27(2), 289–323.
Dennis, Alan R., Barbara H. Wixom, and Robert J. Vandenberg. (2001). “Understanding Fit and Appropriation Effects in Group Support Systems Via Meta-Analysis,” MIS Quarterly 25(2), 167–194.
Earl, M. J. (1993), “Experiences in Strategic Information Systems Planning,” MIS Quarterly 17(1), 1–24.
Eden, Colin. (1992). “A Framework for Thinking About Group Decision Support Systems (GDSS),” Group Decision and Negotiation 1(2), 199–218.
Eden, Colin and Fran Ackermann. (2001a). “SODA-The Principles,” in Rosenhead, Johnathan and John Mingers (eds.), Rational Analysis for a Problematic World Revisited: Problem Structuring Methods for Complexity, Uncertainty and Conflict. 2nd Ed., Chichester: Wiley.
Eden, Colin and Fran Ackermann. (2001b). “SODA-Journey Making and Mapping in Practice,” in Rosenhead, Johnathan and John Mingers (eds.), Rational Analysis for a Problematic World Revisited: Problem Structuring Methods for Complexity, Uncertainty and Conflict, 2nd Ed., Chichester: Wiley.
Fjermestad, Jerry, and Starr Roxanne Hiltz. (1999). “An Assessment of Group Support Systems Experimental Research: Methodology and Results,” Journal of Management Information Systems 15(3), Winter 1998-1999, 7–149.
Fjermestad, Jerry, and Starr Roxanne Hiltz. (2001). “Group Support Systems: A Descriptive Evaluation of Case and Field Studies,” Journal of Management Information Systems 17(3), Winter 2000-2001, 115–159.
Forsyth, Ann. (1997). “Five Images of a Suburb: Perspectives on a New Urban Development,” Journal of the American Planning Association 63(1), Winter 1997, 45–60.
Habermas, J. (1968). Knowledge and Human Interests. Boston: Beacon Press.
Habermas, J. (1984). The Theory of Communicative Action Volume 1: Reason and the Rationalization of Society, Thomas McCarthy (trans.). Boston: Beacon Press.
Habermas, J. (1987), The Theory of Communicative Action Volume 2: Lifeworld and System, Thomas McCarthy (trans.). Boston: Beacon Press.
Habermas, Jurgen and T. H. Nielsen. (1990). “Jurgen Habermas: Morality society, and ethics: An interview with Torbin Hviid Nielsen,” Acta Sociologica 33(2), 93–114.
Healey, Patsy. (1997). Collaborative Planning: Shaping Places in Fragmented Societies,New York: Palgrave.
Innes, Judith E. (1996). “Planning Through Consensus Building,” Journal of the American Planning Association 62(4), 460–472.
Lee, Alan. (1999). “The MIS Field, the Publication Process, and the Future Course of MIS Quarterly,” MIS Quarterly 23(1), v–xi.
Lyytinen, K. and H. K. Klein. (1985). “The Critical Theory of Jurgen Habermas as a Basis for a Theory of Information Systems,” in Mumford, E., R. A. Hirschheim, G. Fitzgerald and T. Wood-Harper (eds.), Research Methods in Information Systems, Amsterdam: North-Holland.
Markus, M. Lynne, Ann Majchrzak, and Les Gasser. (2002). “A Design Theory for Systems that Support Emergent Knowledge Processes,” MIS Quarterly 26(3), 179–212.
Mingers, J. (1981). “Towards an Appropriate Social Theory for Applied Systems Thinking: Critical Social Theory and Soft Systems Methodology”, Journal of Applied Systems Analysis 7, 41–49.
Mingers, John. (2001a). “Multimethodology-Mixing and Matching Methods”, in Rosenhead, Johnathan and John Mingers (eds.), Rational Analysis for a Problematic World Revisited: Problem Structuring Methods for Complexity, Uncertainty and Conflict, 2nd Ed. Chichester: Wiley.
Mingers, John. (2001b). “Combining IS Research Methods: Towards a Pluralist Methodology”, Information Systems Research 12(3), 240–259.
Mitroff, I. I. and H. A. Linstone. (1993), The Unbounded Mind, Oxford University Press: New York.
Morton, Alec, Fran Ackermann, and Valerie Belton. (2003). “Technology-Driven and Model-Driven Approaches to Group Decision Support: Focus, Research Philosophy and Key Concepts,” European Journal of Information Systems 12, 110–126.
Ngwenyama, Ojelanki K. (2002), “The Critical Social Theory Approach to Information Systems: Problems and Challenges,” in Myers, Michael D, and David Avison (eds.), Qualitative Research in Information Systems: A Reader, London: Sage.
Ngwenyama, Ojelanki K, and Allen Lee. (1997). “Communication Richness in Electronic Mail: Critical Social Theory and the Contextuality of Meaning,” MIS Quarterly 21(2), 145–167.
Nutt, Paul C. (1989). Making Tough Decisions, San Fransisco: Jossey-Bass.
Outhwaite, W. (1996). The Habermas Reader, Cambridge: Polity Press.
Pervan, Graham P. (1998). “AReviewof Research in Group Support Systems: Leaders Approaches and Directions,” Decision Support Systems 23(2), 149–159.
Quinn, John J. (1996). “The Role of “Good Conversation” in Strategic Control,” Journal of Management Studies 33(3), 381–394.
Rosenhead, Johnathan and John Mingers (eds.). (2001). Rational Analysis for a Problematic World Revisited: Problem Structuring Methods for Complexity, Uncertainty and Conflict, 2nd Ed. Chichester: Wiley.
Schultze, Ulrike and Dorothy E. Leidner. (2002). “Studying Knowledge Management in Information Systems Research: Discourses and Theoretical Assumptions,” MIS Quarterly 26(3), 213–242.
Shakun, Melvin F. (1992). “Defining a Right Problem in Group Decision and Negotiation: Feeling and Evolutionary Generating Procedures,” Group Decision and Negotiation 1(1), 27–40.
Shakun, Melvin F. (1999a). “Consciousness, Spirituality, and Right Decision/Negotiation in Purposeful Complex Adaptive Systems,” Group Decision and Negotiation 8(1), 1–15.
Shakun, Melvin F. (1999b). “An ESD Computer Culture for Intercultural Problem Solving and Negotiation,” Group Decision and Negotiation 8(3), 237–249.
Shakun, Melvin F. (2001). “Unbounded Rationality,” Group Decision and Negotiation 10(2), 97–118.
Shakun, Melvin F. (2003). “Right Problem Solving: Doing the Right Thing Right,” Group Decision and Negotiation 12(6), 463–476.
Sheffield, James. (1995). “The Impact of Communication Medium on Negotiation Performance,” Group Decision and Negotiation 4(2), 159–179.
Sheffield, James. (2004a). “Validating Problem Structure via the V-Model,” Proceedings of IADIS (International Association for Development of the Information Society e-Society 2004 July 16-19. Avila, Spain. ISBN 972-9847-6-0. Vol. 1, pp. 659–666.
Sheffield, James. (2004b). “Visualizing Information Systems Epistemology via the V-Model,” Proceedings of IADIS (International Association for Development of the Information Society) e-Society 2004 July 16-19. Avila, Spain. ISBN 972-9847-6-0. Vol. 1, pp. 675–684.
Trauth, Eileen and Leonard M. Jessup. (2000). “Understanding Computer-Mediated Discussions: Positivist and Interpretive Analyses of Group Support Systems Use,” MIS Quarterly 24(1), 43–79.
Van de Ven, A. H. and A. L. Delbecq. (1971). “The Effectiveness of Nominal, Delphi, and Interacting Group Decision Making Processes,” Academy of Management Journal 17, 605–621.
Wilber, Ken. (2000). The Collected works of Ken Wilber Vol 6: Sex, Ecology, Spirituality. Boston: Shamballah.
Weick, K. E. (1979). The Social Psychology of Organising.New York: Random House.
Yin, Robert. (2003). Case Study Research: Design and Methods. 3rd Ed. Newbury Park, CA: Sage.
Zack, Michael H. (1993). “Interactivity and Communication Mode Choice in Ongoing Management Groups,” Information Systems Research 4(3), 207–239.
Author information
Authors and Affiliations
Rights and permissions
About this article
Cite this article
Sheffield, J. The Design of GSS-Enabled Interventions: A Habermasian Perspective. Group Decision and Negotiation 13, 415–435 (2004). https://doi.org/10.1023/B:GRUP.0000045750.48336.f7
Issue Date:
DOI: https://doi.org/10.1023/B:GRUP.0000045750.48336.f7