Negotiation, Leadership, and Technology

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    Team Faultline Measures: The Effect of Rescaling Weights
    ( 2018-01-03) Bahmani, Keivan ; Semnani-Azad, Zhaleh ; Sycara, Katia ; Lewis, Michael
    Faultline, or subgroup formation based on the alignment of diversity attributes, can cause conflicts and low coordination in diverse teams. While researchers understand the importance of faultlines in team process and negotiations, current computational faultline measures are highly vulnerable to subjective weight assignment of diversity attributes. Therefore, there is limited understanding of which diversity attributes have more impact on faultline formation. In this paper we report 1) a pilot study illustrating the susceptibility of the current faultline measures to subjective evaluations, and 2) an online study illustrating how people’s surface (e.g. age, gender, race) and deep (e.g. personality, cultural norms) level diversity attributes impact their preference and selection of team members, as a proxy of faultline formation. We find while various surface and deep-level attributes predict selection of members, most of these attributes are highly correlated with members’ age, suggesting the importance of this attribute. We discuss future directions for faultline measures with objective rescaling of diversity weights.
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    Conflict and Team Atmosphere in Teams Engaged in Outsourcing
    ( 2018-01-03) Osborn, Harold Carr ; Paul, Souren
    Outsourcing is a prevalent arrangement for leveraging resources and knowledge. However, outsourcing improperly managed can undercut any benefits gained. Outsourcing tends to relate to team atmosphere. This is also true for both task and relationship conflict. As team compositions evolve, tasks become more complex, and inter-company relationships progress, it is increasingly important to understand how these changes affect team performance. We conducted a survey to collect data for our study. We find that team atmosphere is positively related to team performance. We also find that team conflict has negative relationship with team atmosphere.
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    Group Atmosphere, Shared Understanding, and Team Conflict in Short Duration Virtual Teams
    ( 2018-01-03) Paul, Souren ; He, Fang ; Dennis, Alan R.
    In this study we examine the influence of group atmosphere on perceived team conflict and the development of shared understanding in short duration virtual teams. We conducted a laboratory experiment with 24 short duration virtual teams that were engaged in data model development task. The findings of the study suggest that group atmosphere has strong influence on both development of shared understanding and perceived team conflict. In addition, we also find that national cultural diversity facilitates the development of shared understanding in virtual teams.
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    Towards Agent-based Large-scale Decision Support System: The Effect of Facilitator
    ( 2018-01-03) Ito, Takayuki
    Good discussions are essential for group decisions, especially when the number of people in thea group has many people is large. So, it is important to Pprovidinge good support is critical for having establishing and maintaining coherent discussions that avoid some of thesuch anti-social bad behaviors, like as flaming, that have, which has been observed in some large discussion groups. We have developed a large-scale online decision support system that has facilitator support functions, and deployed it in case studies for several real-world online discussion supports as case studies. In this paper, weWe propose a facilitator-mediated online discussion model in order to lead discussions to in a better direction for ato reach decisions. Our extreme ultimate goal is an to realize automated facilitator agent that can adequately leadhelp participants to achieve reach reasonable decisions. In reality, online discussion is often fails plagued byinto "flaming,", which is the act of posting or sending offensive messages during a discussion. Such flaming phenomena have been focused on as anti-social bad behavior of in online discussion forums. After several cases studies, we learned several lessons. Critically, The most important achievement is that in any all of our social experiments, no flaming has not been observed in our facilitator-mediated decision support system. Also, we obtained Our some insights also suggest in whichthat the social presence of a facilitator would have largegreatly aeffect for participants’ behavior.
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    Introduction to the Minitrack on Negotiation, Leadership, and Technology
    ( 2018-01-03) Bui, Tung ; Shakun, Melvin ; Paul, Souren