Beyond the chalkboard: computer support for collaboration and problem solving in meetings
Communications of the ACM
A foundation for the study of group decision support systems
Management Science
Codes and modalities in multiple resources: a success and a qualification
Human Factors - Special Issue: Human information processing: theory and applications
Groupware: some issues and experiences
Communications of the ACM
Toward an open shared workspace: computer and video fusion approach of TeamWorkStation
Communications of the ACM
Experiences with object-oriented group support software development
IBM Systems Journal
Group data base design: addressing the view modeling problem
Journal of Systems and Software
TeamRooms: network places for collaboration
CSCW '96 Proceedings of the 1996 ACM conference on Computer supported cooperative work
Artificial Life
The effectiveness of groups recognizing patterns
International Journal of Human-Computer Studies
Transactive Memory Systems in Organizations: Matching Tasks, Expertise, and People
Organization Science
Making Sense of Sensemaking 1: Alternative Perspectives
IEEE Intelligent Systems
Making Sense of Sensemaking 2: A Macrocognitive Model
IEEE Intelligent Systems
EWall: a visual analytics environment for collaborative sense-making
Information Visualization
Terrorism Informatics: Knowledge Management and Data Mining for Homeland Security
Terrorism Informatics: Knowledge Management and Data Mining for Homeland Security
Agents with shared mental models for enhancing team decision makings
Decision Support Systems - Special issue: Intelligence and security informatics
Introduction to special issue on terrorism informatics
Information Systems Frontiers
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The Cognitively-Based Rapid Assessment Methodology (C-RAM) system manages multiple-user interactions as users work with multiple information sources. Further, it allows users to view, exchange, organize, and combine the information available and it facilitates group decision-making. Three-member teams, randomly assigned in either the (a) view others' whiteboards or (b) cannot view others' whiteboards conditions, completed an intelligence analysis and mission planning task. Each team member was given access to a virtual whiteboard populated with decision cards (DCards) containing intelligence information constrained to a specific area of expertise. DCards can be assessed (rated) for decision impact and importance and team members have access to all DCards regardless of experimental condition. Team members who can view their teammates' whiteboards during collaborative activities achieve significantly higher performance. When compared to teams unable to view others' whiteboards, they move their own DCards less frequently, add fewer additional DCards to their own whiteboards, and rate others' DCards less frequently. Additionally, rating one's own DCards is the only process positively related team performance.