Group Decision Support Systems (GDSS) are interactive computer-based systems that are able
to combine communication and decision technologies to help groups make better decisions.
Research shows that a GDSS can actually improve the output of groups’ collaborative work through
higher information sharing. [11] Organizations know that having effective
knowledge management systems to share information is important, and their spending reflects
this reality. Businesses invested $2.7 billion into new systems in 2002, and projections were for this
number to double every five years. As the popularity of these systems grows, they risk becoming
counterproductive. Humans can only process so many ideas and information at one time. As virtual
meetings grow larger, it is reasonable to assume that information overload can occur and good ideas
will fall through the cracks, essentially recreating a problem that the GDSS was intended to solve,
which is to make sure every idea is heard. Another problem is the system possibly becoming too
complicated. If the systems evolve to a point of uncomfortable complexity, it has recreated the
problem. Those who understand the interface will control the narrative of the discussion, while those
who are less savvy will only be along for the ride. [12] Lastly, many of these programs fail to take into
account the factor of human psychology. These systems could make employees more reluctant to
share information because of lack of control, lack of immediate feedback, or the fear of online
“flames.”