Decision Support and Business Intelligence Systems (9 th Ed., Prentice Hall) Chapter 10: Collaborative Computer- Supported Technologies and Group Support Systems (GSS)

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 10-2 Learning Objectives Understand the basic concepts and processes of groupwork, communication and collaboration Describe how computer systems facilitate communication and collaboration in enterprises Know the concepts and importance of the time/place framework Be aware of the underlying principles and capabilities of groupware (e.g., GSS) Know the process gains and losses and how GSS increases/decreases each of them Describe indirect support for decision making, especially in synchronous environments

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 10-3 Learning Objectives Become familiar with the GSS products of the major vendors (e.g., Lotus, Microsoft, WebEx, Groove) Understand the concept of GDSS and describe how to structure an electronic meeting in a decision room Describe the three settings of GDSS Describe how a GDSS uses parallelism and anonymity and how they lead to process/task gains and losses Understand how the Web enables collaborative computing and group support of virtual meetings Describe the role of emerging technologies Define creativity and explain how it can be facilitated by computers

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 10-4 Opening Vignette: “Procter & Gamble Drives Ideation with Group Support Systems” Company background Problem description Proposed solution Results Answer and discuss the case questions

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 10-5 Opening Vignette:

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 10-6 Test: Group decision making

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 10-7 Group decision making UN council

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 10-8 Group decision making G20

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 10-9 Group decision making G8

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Group decision making Supreme council UAE

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Group decision making GCC council

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall عصر الجاهلية No model, no rules

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Islam The prophet (sws) gave us the rules in order to decide (model)…Our behaviour, will be collected, pass through the model, and the decision will be made…

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Islam: Group decision making

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Collaboration What is it?

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Collaboration What is it? “… making joint effort toward achieving an agreed upon goal.” Meeting is a common form of collaboration

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Collaboration Why collaborate?

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Why Collaborate? Review Share Work Share the Vision Socialize Build Consensus Solve Problems Make Decisions Synergy Share Information Build Trust

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Why Collaborate? Review Share Work Share the Vision Socialize Build Consensus Solve Problems Make Decisions Synergy Share Information Build Trust

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Making decision in groups When people work in group (i.e. team), they perofrm groupwork (i.e. teamwork) Groupwork refers to work done by two or more people together

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Characteristics of group work A group perform a task (sometimes decision making, sometimes not)

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Characteristics of group work Group members may be located in different places

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Characteristics of group work Group members may work at different times Group members may work for the same organization or for different organizations A group can be permanent or temporary A group can be at one managerial level or spam several levels

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Characteristics of group work It can create synergy (leading to process or task gains) or conflict. It can generate productivity gains and/or losses. The task may have to be accomplished very quickly or not. It may be impossible or too expensive for all the team members to meet in one place, especially when the group is called for emergency purposes

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Characteristics of group work Some of the needed data, information, or knowledge may be located in many sources, some of which may be external to the organization. The expertise of nonteam members may be needed. Groups perform many tasks; however, groups of managers and analysts frequently concentrate on decision making

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Characteristics of group work The decision made by a group are easier to implement if supported by all (or at least most) members

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Group decision making process: Characteristics of meetings

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Benefits and limitations of groupwork

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Benefits of working in groups (process gains)

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Benefits of working in groups (process gains)

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Dysfunctions of the group process (process losses)

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Dysfunctions of the group process (process losses)

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Why Collaborate? Review Share Work Share the Vision Socialize Build Consensus Solve Problems Make Decisions Synergy Share Information Build Trust

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Collaboration Collaboration Difficult Expensive Essential

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Collaboration Collaboration Difficult Expensive Essential

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Collaboration is Difficult Waiting to speak Domination Fear of Speaking Misunderstanding Inattention Lack of Focus Inadequate Criteria Premature Decisions Missing Information Distractions Wrong People Groupthink Poor Grasp of Problem Ignored Alternatives Lack of Consensus Poor Planning Hidden Agendas Conflict Inadequate Resources Poorly Defined Goals Ineffective Collaboration

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Collaboration Collaboration Difficult Expensive Essential

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Collaboration is Expensive  15 Million formal Sessions / day  ? Million Informal Sessions / day  4 Billion Sessions / year  30-80% Manager’s time Fortune 500 Companies 3M Corporation Study

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Collaboration Collaboration Difficult Expensive Essential

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Collaboration is Essential No one has all the … Experience Knowledge Resources Insight, and Inspiration …to do the job alone Bottom line: Collaboration is difficult, expensive, and yet essential for today’s organizations

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall How Do People Collaborate? Level 1 Collected Work : Uncoordinated Individual Efforts Level 2 Coordinated Work: Coordinated Individual Efforts Level 3 Concerted Work: Concerted Team Effort Sprinters Relay 3 Levels of Collaboration Capability Crew High Low Degree of CollaborativeEffort

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall  Joint activity  Equal or near equal status  Outcome depends on participant’s knowledge, etc.  Outcome depends on group composition  Outcome depends on decision-making process  Disagreement settled by rank or negotiation Meetings (a form of collaboration)

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall  Dozens of people attends  Everyone … talks at once talks at once hears everything hears everything understands understands remembers remembers  The impossible dream? The Ideal Meeting

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Traditional Meetings Only ONE person can speak at a time

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Meeting management

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Supporting groupwork with computerized systems

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall GSS Meetings By using the computer everyone can SPEAK and be understood simultaneously

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Communication Support Vital Needed for collaboration Modern information technologies provide inexpensive, fast, capable, reliable means of supporting communication Internet / Web

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall  Evolution of Communication  Word of mouth  Delivery persons  Horseback  Snailmail  Telegraph  Telephone  Radio  Television  Videoconferencing  Internet / Web… Supporting Communication

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall A Time/Place Communication Framework

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall The four cells of the framework

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall  Goal: to support groupwork  Increase benefits / decrease losses of collaboration  Based on traditional methods  Nominal Group Technique “Individuals work alone to generate ideas which are pooled under guidance of a trained facilitator”  Delphi Method “A structured process for collecting and distilling knowledge from a group of experts by means of questionnaires”  Electronic Meeting System (EMS) Group Support Systems (GSS)

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Process Gains:  Parallelism( simultaneous contributions )  Larger groups can participate  Anonymity( promotes equal participation )  Focus on content not personalities  Triggering ( stimulates thinking )  Synergy ( integrates ideas )  Structure ( facilitates problem solving )  Record keeping ( promotes organizational memory ) Process Loses:  Free-riding  Flaming GSS – Important Features

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Tools for Indirect support of decision making

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Groupware tools They provide a way for groups to share resources and opinions. They imply the use of networks to connect people, even if they are in the same room. Many products are available on the Internet or the intranet to enhance the collaboration of a large number of people worldwide.

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Groupware tools types : General, Synchronous vs asynchronous products Synchronous: communication and collaboration are done in real-time. Exp: web-conferencing, IM, Voice over IP (VoIP) Asynchronous: communication and collaboration are done by the participants at different times. Exp: , wikilogs, online workspaces.

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Groupware products and features

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Groupware products and features

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Groupware products and features

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Example: Groove

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Example: Google docs Allow users to set up online workspaces for storing, sharing, and collaboratively working on different types of documents

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Groupware tools: Virtual meeting systems The advancement of web-based systems opens the door for improved, electronically supported virtual meetings, where members are in different locations and even in different countries.

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Example: Webex

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Example: Facilitate.com

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Example: Wimba.com

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 10-66

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 10-67

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Example: gotoMeeting.com

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Groupware tools: Real-time collaboration (RTC) tools The internet, intranet and extranet offer tremendous potential for real-time and synchronous interaction for people working in groups. RTC tools help companies bridge time and space to make decisions and collaboration on projects

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Groupware tools: Real-time collaboration (RTC) tools These tools have being used in distance learning, virtual classroom, personnel training, product demonstrations, customer support, e-commerce, and sales applications.

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Example: Webex

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Example: Webex

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Example: Webex on mobile phone

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Groupware tools: Electronic teleconferencing (non video) Teleconferencing is the use of electronic communication to enable two or more people at different locations to have a simultaneous conference. It is the simplex infrastructure for supporting a virtual meeting The oldest and simplest is a telephone conference call.

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Groupware tools: Electronic teleconferencing (non video) The biggest disadvantage of this method is that it does not allow for face-to-face communication. Also, participants from different locations can not see graphs, charts, and pictures at other locations (we can use faxes to overcome that, but expensive, time consuming, and poor quality process).

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Groupware tools: Video teleconferencing (VideoConferencing) Participants in one locations can see participants in other locations. Dynamic pictures of the participants can appear on a large screen and/or on a desktop computer Participants can share data, voice, pictures, graphics, and animations.

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Groupware tools: Web teleconferencing It is conducted on the Internet. It is much less expensive than videoconferencing.

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Groupware tools: Interactive whiteboards These are a type of groupware. They work like real-world whiteboard with markers and erasers, except for one big difference: Instead of one person standing in front of a meeting room drawing on the whiteboard, all participants can join in.

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Groupware tools: Screen sharing By using screen sharing software, group members can work on the same document, which is shown on the PC screen of each participant.

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Groupware tools: Instant video (IV) The spread of IM and Internet technology has naturally led to the idea of linking people via both voice and audio. Called instant video, the idea is a kind of video chat room.

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Groupware tools: Online workspace Online electronic workspace are online screens that allow people to share documents, files, project plans, calendars, and so on in the same online place, though not necessary at the same time (asynchronous). It is an extension of screen sharing

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Groupware tools: Integrated groupware SUITES Integrating several technologies can save time and money for users.

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Groupware tools: Integrated groupware SUITES: Example

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Groupware tools: Integrated groupware SUITES: Example

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Groupware tools: Integrated groupware SUITES: Example

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall  Lotus Notes / Domino Server Includes Learning Space  Netscape Collabra Server  Microsoft NetMeeting  Novell Groupwise  GroupSystems  TCBWorks Other Groupware tools

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Benefits of Anonymity Ideas considered on merit not source Ideas considered on merit not source Overcome fear of speaking up Overcome fear of speaking up More ideas leads to more quality ideas More ideas leads to more quality ideas Defuses tough political discussions Defuses tough political discussions

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall  Decision room  Multiple use facility  Web-based GSS Enabling Technologies

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Direct computerized support for decision making GDSS

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall  12 to 30 networked personal computers  Usually recessed into the desktop  Server PC  Large-screen projection system  Breakout rooms  Need a Trained Facilitator for Success The Decision (Electronic Meeting) Room

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall IBM Corp. Cool Decision Rooms

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall US Air Force Cooler Decision Rooms

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Murraysville School District Bus Mobile Decision Rooms

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall On-Demand Decision Rooms

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall  High Cost  Need for a Trained Facilitator  Requires Specific Software Support for Different Cooperative Tasks  Infrequent Use  Different Place / Different Time Needs  May Need More Than One Few Organizations Use Decision Rooms

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall  Multiple Use Facility  Cheaper  Still need a facilitator  Web-based  Cheaper: no extra hardware needed  Still need facilitator Other Technologies

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall GDSS tools

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall  From GroupSystems.com, Tucson, AZ  Comprehensive groupware  Windows and Web versions  Leading software ThinkTank  Tool: ThinkTank GroupSystems, Inc.

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall GroupSystems, Inc.

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall ThinkTank: Supported Activities  Supported tools and activities:  Agenda and Other Planning Activities  Electronic Brainstorming  Group Outliner  Topic Commenter  Categorizer  Vote  Others…

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall GSS Meeting Process Iterate until the solution is reached…

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Visit a GSS Meeting

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Step 1: Prepare an Agenda Prepare an agenda …

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Step 2: Collect Information … think about the risks to the company if they launch a new line of sports drinks… Brainstorm Risk Brainstorm Risk Think about the risks to company if they launch a new line of products Think about the risks to company if they launch a new line of products

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Step 3: Refine Information Gather Additional Information Gather Additional Information Capture important issues for the listed items Capture important issues for the listed items

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Step 4: Prioritize Options Prioritize Risk Based on Likelihood and Impact Prioritize Risk Based on Likelihood and Impact Use of Alternative Analysis Ballot for two Criteria Use of Alternative Analysis Ballot for two Criteria

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Step 5: Review Prioritized Options View and Discuss Results of Voting View and Discuss Results of Voting …

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Step 5: Review Prioritized Options… Chose Risks for Further Analysis… Chose Risks for Further Analysis…

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Step 5: Review Prioritized Options… Collect Additional Input On Risks Collect Additional Input On Risks Collect additional comments on top three risks… Collect additional comments on top three risks…

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Step 5: Review Prioritized Options… Review Comments on Risks… Review Comments on Risks…

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Step 6: Create an Action Plan Create an Action Plan… Create an Action Plan…

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Step 7: Distribute Session Transcripts Create and Distribute a Final Report… Create and Distribute a Final Report…

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall  Why Successful?  Parallelism  Anonymity  Synergy  Structure  Record keeping  Needs…  Organizational commitment  Executive sponsor  Dedicated well-trained facilitator  Good planning Last Words about GSS?

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall GDSS Tools

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall AnyZing

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Grouputer

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Lotus Notes & Domino

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall MeetingDragon.com

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall TeamPage

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall TeamWorks

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall ThinkTank

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall WebIQ

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Metallon

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall CoFFEE

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Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Collaborative Networks Integrated supply-chain Collaborative planning, forecasting, and replenishment (CPFR) Collaborative design and product development Vendor Managed Inventories Wal-Mart, … Collective Intelligence Animal Intelligence (swarm intelligence)

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Collaborative Planning, Forecasting, and Replenishment (CPFR) An industry-wide project in which suppliers and retailers collaborate in planning and demand forecasting in order to ensure that members of the supply chain will have the right amount of raw materials and finished goods when they need them

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Collective Intelligence A shared intelligence that emerges from the intentional cooperation, collaboration, and/or coordination of many individuals. Examples: Wikipedia, video games, online advertising, learner-generated context, … In order for CI to happen: Openness Peering Sharing Acting globally For more info see Center for Collective Intelligence at MIT (cci.mit.edu)

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Wikipedia

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall A Taxonomy of Collective Intelligence

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Creativity Is it a fundamental human trait or something that can be learned? Definition: Creativity is a characteristic of a person that leads to production of acts, items and/or instances of novelty Creativity is the product of … a genius vs. an idea generation environment Creative people tend to have creative lives CREATIVITY  INNOVATION Idea Generation via Electronic Brainstorming

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Creativity… What variables affects creativity 1. Cognitive variables: intelligence, knowledge, skills, etc. 2. Environmental variables: cultural and socioeconomic factors, working conditions, etc. 3. Personality variables: motivation, confidence, sense of freedom, etc. Creativity is fostered by Freedom Permission-to-fail Allow and Enable rather than Structure and Control

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Creativity… Software that shows creativity Intelligent Agents (Softbots) Creativity is an intelligent behavior Software that facilitates human creativity ThoughtPath: promotes outside-the-box thinking Creative WhackPack (Creative Think): whack you out of your habitual thought process IdeaFisher: provides language specific universality - thesaurus  Freedom, Collaboration, Prototyping

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Creativity…

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Creativity…

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall End of the Chapter Questions / comments…