Context-Aware Emotion-Based Model for Group Decision Making

Abstract

Involving groups in important management processes such as decision making has several advantages. By discussing and combining ideas, counter ideas, critical opinions, identified constraints, and alternatives, a group of individuals can test potentially better solutions, sometimes in the form of new products, services, and plans.In the past few decades, operations research, AI, and computer science have had tremendous success creating software systems that can achieve optimal solutions, even for complex problems. The only drawback is that people don't always agree with these solutions. Sometimes this dissatisfaction is due to an incorrect parameterization of the problem. Nevertheless, the reasons people don't like a solution might not be quantifiable, because those reasons are often based on aspects such as emotion, mood, and personality. At the same time, monolithic individual decisionsupport systems centered on optimizing solutions are being replaced by collaborative systems and group decision-support systems (GDSSs) that focus more on establishing connections between people in organizations. These systems follow a kind of social paradigm.Combining both optimization-and socialcentered approaches is a topic of current research. However, even if such a hybrid approach can be developed, it will still miss an essential point: the emotional nature of group participants in decision-making tasks.We've developed a context-aware emotionbased model to design intelligent agents for group decision-making processes. To evaluate this model, we've incorporated it in an agent-based simulator called ABS4GD (Agent-Based Simulation for Group Decision), which we developed. This multiagent simulator considers emotion-and argumentbased factors while supporting group decision-making processes. Experiments show that agents endowed with emotional awareness achieve agreements more quickly than those without such awareness. Hence, participant agents that integrate emotional factors in their judgments can be more successful because, in exchanging arguments with other agents, they consider the emotional nature of group decision making.

A Survey on Smart Meeting Rooms and Open Issues

“…It consists of visualizing, navigating, and querying meeting semantics as well as media content. Emotion aware [25] and argumentation support [8,9] which consist on describing the emotional state of the meetings participants and use that knowledge to establish facilitation support [25] and/or argumentation strategy definition [9] The criteria used to evaluate a smart meeting system include user acceptance, accuracy, and efficiency [7]. It is possible that some proposals use more than one type of evaluation.…”

“…The generic goal of a SMR system is normally referred as a system that supports multi -person interactions, locally or distributed, in the environment in real time [6], but also as a system that is able to remember the past, enabling review of past events and the reuse of past information in an intuitive, efficient and intelligent way [1,7], so as to make the meeting process more efficient [7]. In [8] they consider that a SMR should mainly support the decision making process considering the emotional factors of the intervenient participants, as well as the argumentation process.…”

Modeling the user state for context-aware spoken interaction in ambient assisted living

“…They have also been recently considered as a very important factor of influenc in the decision making processes. For instance, a context-aware model of emotions that can be used to design intelligent agents endowed with emotional capabilities is described in [90]. The study is complemented by also modeling personalities and mood [130].…”

How the ability to analyse tendencies influences decision satisfaction

“…To support this type of decision, the Group Decision Support Systems (GDSS) have been widely studied throughout last decades [7,8,14]. However, over the last ten/twenty years, we have seen a remarkable change in the decision-making context, especially in large organizations [11,25]. With the appearance of global markets, the growth of multinational enterprises and a global vision of the planet, we easily find chief executive officers and top managers (decision-makers) spread around the world, in countries with different time zones.…”