The effect of computerized decision aids on decision time and decision quality

This article presents an experiment which examines the efficacy of computer decision support systems. The results are that in the circumstances of this experiment (a decision problem requiring non-overload multidimensional analysis and integration), a computer decision support system neither reduces the time required to come to a decision nor improves the quality of the decision. Analysis suggests that ‘computer reluctance’ on the part of members of the DSS group was an important factor in the results obtained. Implications for implementing a DSS into a work environment are that significant pre-installation resources must be allocated by management to create a climate of ‘felt-need’ on the part of the recipients.