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Group decision-making

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128:, decisions made collectively also tend to be more effective than decisions made by a single individual. In this vein, certain collaborative arrangements have the potential to generate better net performance outcomes than individuals acting on their own. Under normal everyday conditions, collaborative or group decision-making would often be preferred and would generate more benefits than individual decision-making when there is the time for proper deliberation, discussion, and dialogue. This can be achieved through the use of committee, teams, groups, partnerships, or other collaborative social processes. 622:
information, they would be more likely to make an optimal decision. But if people do not share all of their information, the group may make a sub-optimal decision. Stasser and Titus have shown that partial sharing of information can lead to a wrong decision. And Lu and Yuan found that groups were eight times more likely to correctly answer a problem when all of the group members had all of the information rather than when some information was only known by select group members.
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Plurality is the most consistent scheme when superior decisions are being made, and it involves the least amount of effort. Voting, however, may lead to members feeling alienated when they lose a close vote, or to internal politics, or to conformity to other opinions. Consensus schemes involve members more deeply, and tend to lead to high levels of commitment. But, it might be difficult for the group to reach such decisions.
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decision-making, such as requiring more time to make choices and by consequence rushing to a low-quality agreement in order to be timely. Some issues are also so simple that a group decision-making process leads to too many cooks in the kitchen: for such trivial issues, having a group make the decision is overkill and can lead to failure. Because groups offer both advantages and disadvantages in making decisions,
156:, in combination with other antecedent conditions (e.g. ideological homogeneity and insulation from dissenting opinions) have been noted to have a negative effect on group decision-making and hence on group effectiveness. Moreover, when individuals make decisions as part of a group, there is a tendency to exhibit a bias towards discussing shared information (i.e. 541:
Cognitive bias is a phenomenon in which people often distort their perceived results due to their own or situational reasons when they perceive themselves, others or the external environment. in the decision-making process, cognitive bias influences people by making them over-dependent or giving more
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There are strengths and weaknesses to each of these social decision schemes. Delegation saves time and is a good method for less important decisions, but ignored members might react negatively. Averaging responses will cancel out extreme opinions, but the final decision might disappoint many members.
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Each participant has a say that is directly proportional to the degree that particular decision would affect the individual. Those not affected by a decision would have no say and those exclusively affected by a decision would have full say. Likewise, those most affected would have the most say while
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This method requires 3 to 4 rounds of information feedback. In the hourly feedback, both the investigation team and the expert team can conduct in-depth research, so the final results can basically reflect the basic ideas of the experts and the understanding of the information. Therefore, the results
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However, in some cases, there can also be drawbacks to this method. In extreme emergencies or crisis situations, other forms of decision-making might be preferable as emergency actions may need to be taken more quickly with less time for deliberation. On the other hand, additional considerations must
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contribute to the outcome. The decisions made by groups are often different from those made by individuals. In workplace settings, collaborative decision-making is one of the most successful models to generate buy-in from other stakeholders, build consensus, and encourage creativity. According to the
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Groups have many advantages and disadvantages when making decisions. Groups, by definition, are composed of two or more people, and for this reason naturally have access to more information and have a greater capacity to process this information. However, they also present a number of liabilities to
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The leader takes on a cooperative holistic approach, collaborating with the group as a whole as they work toward a unified and consensual decision. The leader is non-directive and never imposes a particular solution on the group. In this case, the final decision is one made by the group, not by the
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Since all members of the Group do not meet directly when this approach is used, they communicate by mail, thus eliminating the impact of the authority. This is the main feature of the method. Anonymity is a very important function of Delphi methods. Forecasters don't know each other. They exchanged
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When groups are not aware that the probability of a given event occurring is the least upper bound on the probability of that event and any other given event occurring together; thus if the probability of the second event is less than one, the occurrence of the pair will always be less likely than
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Past experience can influence future decisions. It can be concluded that when a decision produces positive results, people are more likely to make decisions in similar ways in similar situations. On the other hand, people tend to avoid repeating the same mistakes, because future decisions based on
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Groups have greater informational and motivational resources, and therefore have the potential to outperform individuals. However they do not always reach this potential. Groups often lack proper communication skills. On the sender side this means that group members may lack the skills needed to
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Sometimes, groups may have established and clearly defined standards for making decisions, such as bylaws and statutes. However, it is often the case that the decision-making process is less formal, and might even be implicitly accepted. Social decision schemes are the methods used by a group to
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Tries to avoid "winners" and "losers". Consensus requires that a majority approve a given course of action, but that the minority agree to go along with the course of action. In other words, if the minority opposes the course of action, consensus requires that the course of action be modified to
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suggests a more general approach to group decision-making than the popular groupthink model, which is a narrow look at situations where group and other decision-making is flawed. Social identity analysis suggests that the changes which occur during collective decision-making are part of rational
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Plurality and dictatorship are less desirable as decision rules because they do not require the involvement of the broader group to determine a choice. Thus, they do not engender commitment to the course of action chosen. An absence of commitment from individuals in the group can be problematic
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Decision-making in groups is sometimes examined separately as process and outcome. Process refers to the group interactions. Some relevant ideas include coalitions among participants as well as influence and persuasion. The use of politics is often judged negatively, but it is a useful way to
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under the heading of intelligent decision support systems in his work on the topic of human error. James Reason notes that events subsequent to The Three Mile accident have not inspired great confidence in the efficacy of some of these methods. In the Davis-Besse accident, for example, both
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The most typical group prediction results reflect the views of the majority of people, and at most only the views of a few people are mentioned, but this does not indicate the state of the different views of the group. The statistical answer is not. Each view is included in such statistical
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Research using the hidden profiles task shows that lack of information sharing is a common problem in group decision making. This happens when certain members of the group have information that is not known by all of the members in the group. If the members were to all combine all of their
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Group members base their decisions on inaccurate appraisals of individuals' behavior—namely, overestimating internal factors (e.g., personality) and underestimating external or contextual factors. (Note: This phenomenon is reliably observed in individualist cultures, not in collectivist
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Delphi method is a process of collective anonymous thought exchange using the form of correspondence. It has three characteristics that are clearly different from other expert prediction methods, namely anonymity, multiple feedback, and statistical responses of groups. Named after the
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express themselves clearly. On the receiver side this means that miscommunication can result from information processing limitations and faulty listening habits of human beings. In cases where an individual controls the group it may prevent others from contributing meaningfully.
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There are no perfect decision-making rules. Depending on how the rules are implemented in practice and the situation, all of these can lead to situations where either no decision is made, or to situations where decisions made are inconsistent with one another over time.
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Involves all participants acknowledging each other's needs and opinions and tends towards a problem solving approach in which as many needs and opinions as possible can be satisfied. It allows for multiple outcomes and does not require agreement from some for others to
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also can occur at times, leading some groups to make more extreme decisions than those of its individual members, in the direction of the individual inclinations. There are also other examples where the decisions made by a group are flawed, such as the
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Involves assigning responsibility for evaluation of a decision to a sub-set of a larger group, which then comes back to the larger group with recommendations for action. Using a sub-committee is more common in larger governance groups, such as a
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The group may quickly or arbitrarily formulate a decision without thinking things through to completion. They then bolster their decision by exaggerating the favorable consequences of the decision and minimizing the importance of unfavorable
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With age, cognitive function decreases and decision-making ability decreases. Generally speaking, the low age group uses the team decision effect to be good; with the age, the gap between the team decision and the excellent choice increases.
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psychological processes which build on the essence of the group in ways that are psychologically efficient, grounded in the social reality experienced by members of the group, and have the potential to have a positive impact on society.
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approach problems when preferences among actors are in conflict, when dependencies exist that cannot be avoided, when there are no super-ordinate authorities, and when the technical or scientific merit of the options is ambiguous.
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developed a normative model of decision-making that suggests different decision-making methods should be selected depending on the situation. In this model, Vroom identified five different decision-making processes.
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are expensive and objective. Credible. Communication between team members is achieved by answering the organizer's questions, usually requiring multiple rounds of feedback to complete the prediction.
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The leader of the group uses other group members as sources of information, but makes the final decision independently and does not explain to group members why s/he required that information.
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A method that relies on the use of forms called "dotmocracy sheets" to allow large groups to brainstorm collectively and recognize agreement on an unlimited number of ideas they have authored.
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trust to expected observations and prior knowledge, while discarding information or observations that are considered uncertain, rather than focusing on more factors. The prospects are broad.
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can often affect group decision-making adversely. According to Forsyth, there are three categories of potential biases that a group can fall victim to when engaging in decision-making:
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The leader takes a backseat approach, passing the problem over to the group. The leader is supportive, but allows the group to come to a decision without their direct collaboration.
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lets each member score one or more of the available options. The option with the highest average is chosen. This method has experimentally been shown to produce the lowest
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A group remains committed to a given plan primarily due to the investment already made in that plan, regardless of how inefficient and/or ineffective it may have become.
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A consensus scheme whereby the group discusses the issue until it reaches a unanimous agreement. This decision rule is what dictates the decision-making for most juries.
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Replacing high-priority tasks with tasks of lower priority. The group postpones the decision rather than studying the alternatives and discussing their relative merits.
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requires support from more than 50% of the members of the group. Thus, the bar for action is lower than with unanimity and a group of "losers" is implicit to this rule.
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The leader talks to each group member alone and never consults a group meeting. S/he then makes the final decision in light of the information obtained in this manner.
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An individual, subgroup or external party makes the decision on behalf of the group. For instance, in an "authority scheme", the leader makes the decision or, in an
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The group muddles through the issue by considering only a very narrow range of alternatives that differ to only a small degree from the existing choice.
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Stasser, Garold; Titus, William (1985). "Pooling of unshared information in group decision making: Biased information sampling during discussion".
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Individuals in a group decision-making setting are often functioning under substantial cognitive demands. As a result, cognitive and motivational
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Group members vote on their preferences, either privately or publicly. These votes are then used to select a decision, either by simple majority,
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combine individual responses to come up with a single group decision. There are a number of these schemes, but the following are the most common:
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Davis, James H.; et al. (1988). "Effects of straw polls on group decision making: Sequential voting pattern, timing, and local majorities".
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Forsyth, D. R. (2006). Decision making. In Forsyth, D. R. , Group Dynamics (5th Ed.) (P. 317-349) Belmont: CA, Wadsworth, Cengage Learning.
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The group delegates the decision to a subcommittee or diffuses accountability throughout the entire group, thereby avoiding responsibility.
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A combination of the words "satisfy" and "suffice". Members accept a low-risk, easy solution instead of searching for the best solution.
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It is also the case that groups sometimes use discussion to avoid rather than make a decision. Avoidance tactics include the following:
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The group and the leader meet and s/he consults the entire group at once, asking for opinions and information, then comes to a decision.
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Kameda, Tatsuya; et al. (2002). "Cost–benefit analysis of social/cultural learning in a nonstationary uncertain environment".
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Lu, Li; Yuan, Y. Connie; McLeod, Poppy Lauretta (2011-09-06). "Twenty-Five Years of Hidden Profiles in Group Decision Making".
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also be taken into account when evaluating the appropriateness of a decision-making framework. For example, the possibility of
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is then no longer attributable to any single individual who is a member of the group. This is because all the individuals and
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Group members rely too heavily on decision-making factors that seem meaningful but are, in fact, more or less misleading.
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Each group member makes their own private and independent decision and all are later "averaged" to produce a decision.
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Group members falsely over-estimate the accuracy of and/or the relevance of their past knowledge of a given outcome.
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information, avoiding the shortcoming that the expert meeting methodology reflects only the majority view.
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The group leaves the choice to chance. For example, picking a number between 1 and 10 or flipping a coin.
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and for different forms of active decision support for industrial operators, designers and managers.
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Hastie, Reid; Kameda, Tatsuya (2005). "The Robust Beauty of Majority Rules in Group Decisions".
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A group utilises information in their decision-making that has already been deemed inaccurate.
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independent safety parameter display systems were out of action before and during the event.
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Group members ignore applicable information they have concerning basic trends/tendencies.
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A group choosing to use some information despite having been told it should be ignored.
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Victims of Groupthink: A Psychological Study of Foreign-Policy Decisions and Fiascoes
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Moscovici, Serge; Zavalloni, Marisa (1969). "The group as a polarizer of attitudes".
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Due to the large number of considerations involved in many decisions, computer-based
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Vroom, Victor H. (2003). "Educating managers for decision making and leadership".
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The group will avoid dealing with larger issues by focusing on minor issues.
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In addition to the different processes involved in making decisions, group
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The misuse, abuse and/or inappropriate use of information, including:
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collectively make a choice from the alternatives before them. The
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The Power of Collective Wisdom and the Trap of Collective Folly
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The idea of using computerized support systems is discussed by
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Group members rely on information that is readily available.
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among common voting methods, even when voters are strategic.
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also affect group decisions. For example, groups high in
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that over-simplify complex decisions. This can include:
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past experience are not necessarily the best decisions.
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Two fundamental "laws" that groups all too often obey:
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that studies rules for collective decision-making, see
431: 304: 381:, a coalition of leading figures makes the decision. 852: 850: 874: 695: 677:Overlooking useful information. This can include: 638: 1372: 1222:; Callanan, Tom; Erickson, Sheryl (March 2011). 847: 232:, it was developed in the 1950s by the American 1045: 831:In search of synergy in small group performance 672: 357:during the implementation phase of a decision. 352:those least affected would have the least say. 1291: 1251:Journal of Personality and Social Psychology 1248: 1013:Journal of Personality and Social Psychology 965: 877:Journal of Personality and Social Psychology 545: 1212: 1083: 1081: 1079: 1077: 478: 961: 959: 942:. London: SAGE Publications. p. 177. 627:Cognitive limitations and subsequent error 364: 979: 908: 906: 810:Framework for Accountable Decision-Making 145:model of group decision-making is based. 81:Learn how and when to remove this message 1294:Personality and Social Psychology Review 1074: 917:. Boston, MA: Houghton Mifflin Company. 956: 513:. DSSs which try to realize some human- 245:Three characteristics of Delphi method: 160:), as opposed to unshared information. 1373: 1342: 1139: 937: 903: 828: 765:Collaborative decision-making software 528: 1096: 912: 858:"Decision Making and Problem Solving" 1192: 523:Intelligent Decision Support Systems 30: 938:Haslam, S Alexander (24 May 2004). 862:FEMA Emergency Management Institute 13: 432:Normative model of decision-making 397:or other more or less complicated 305:Decision-making in social settings 14: 1392: 1349:Advances in Psychological Science 1140:Reason, James (26 October 1990). 176: 148:Factors that impact other social 760:Computer supported brainstorming 163: 35: 1343:Li, Chen; Chen, Wuqing (2006). 1336: 1300:(1). SAGE Publications: 54–75. 1285: 1242: 1199:Inquiries Journal/Student Pulse 1186: 1173: 1160: 1133: 1090: 427:Collective cognitive imperative 1146:. 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Emerald: 968–978. 829:Larson, James R (2010). 503:decision support systems 492:Decision-making software 479:Decision support systems 315:decision support systems 238:Douglas Aircraft Company 170:social identity approach 745:Shared information bias 700:Relying too heavily on 365:Social decision schemes 158:shared information bias 1228:. ReadHowYouWant.com. 718:the first event alone. 708:Availability heuristic 659:Extra-evidentiary bias 571:Denying responsibility 1381:Group decision-making 750:Shared intentionality 696:"Sins of imprecision" 421:Further information: 236:, established by the 97:Group decision-making 968:Psychological Review 833:. 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Index

mathematics
welfare economics
social choice theory
original research
improve it
verifying
inline citations
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individuals
decision
social group
social influence
synergy
group polarization
Bay of Pigs invasion
groupthink
group behaviours
cohesion
shared information bias
social identity approach
Consensus decision-making
Voting-based methods
Range voting
Bayesian regret
Majority
Plurality
Delphi method
Oracle of Delphi
RAND Corporation
Douglas Aircraft Company

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