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and the decision-making needs of these agents. A central need in distributed multi-agent situations is <br />translation of thoughts and ideas into a more or less common language such that these can be shared. <br />Here again, the need for interpretation aids are important, and agreement of the format for display of <br />results of problem analysis (which may be difficult to obtain) can contribute greatly to improving <br />communications between agencies dealing with a common problem. <br />A variety of potential difficulties can affect the design of a DSS (Sage 1991). Among them are <br />inconsistent, incomplete, and otherwise imperfect system requirements specifications; system <br />requirements that do not provide for change as user needs evolve over time; and poorly defined <br />management structures. The major issues associated with the development of usable DSSs have more to <br />do with organization and management than with direct technological concerns. These administrative <br />aspects require patience during the process of learning and feedback that occurs during the user <br />involvement process. <br />Review of various literature and experience on DSS implementation has identified selected factors for <br />success. <br />Considerable discussion has centered on the role of a ?Champion ? within the organization who <br />? ? <br />has been first the instigator and then the cheerleader who helps ?sell? the DSS. This person is <br />someone trusted by the other members of the organization, who understands the organization?s <br />procedures and work modes, and who is appointed by management to carry out the leadership <br />function. The Champion does not need to be a technical person. After DSS capabilities are <br />fully integrated into agency operations, the need for such leadership becomes less critical. <br /> <br />It is important that training be initiated early for all interested parties, especially for <br />? ? <br />departmental managers in order to gain their insights on DSS design as well as their support. <br />Other training would relate to technical operations, system management, and system <br />applications programming. <br /> <br />The DSS Coordinator should head a technical committee composed of representatives from the <br />? ? <br />involved departments, and efforts should be directed to building a team atmosphere and <br />consensus among the membership as to what is expected out of the DSS in relation to each <br />department. A typical agency committee structure is shown in Figure 3. <br /> <br />A user needs assessment should be accomplished at the outset, and efforts should be taken to <br />? ? <br />continually review and update the needs definition as DSS prototypes are produced. The <br />CRDSS Feasibility Study established the initial version of this needs assessment. <br /> <br />It is very important that potential users of the DSS have the opportunity to participate in review <br />? ? <br />of the prototypes in order to affirm performance vis-à-vis their needs as well as to develop a <br />sense of ownership in the project. <br /> <br />Finally, it is always important to keep users aware of and to publicize successful applications <br />? ? <br />that have occurred. Such publicity could consist of providing hardcopy output of DSS products <br />and demonstrations using the prototype to generate work products keyed to departmental jobs. <br />4 <br />A 275 01.09.95 1.19-1 Johnson, Grigg, Tang <br />