A realistic test of individual versus group consensus decision making.

Abstract

Nearly all research on the accuracy of individual versus group decision making has used ad hoc groups, artificial problems, and trivial or nonexistent reward contingencies. These studies have generally concluded that the knowledge base of the most competent group member appears to be the practical upper limit of group performance and that process gains will rarely be achieved. We studied individual versus group decision making by using data from 222 project teams, ranging in size from 3 to 8 members. These teams were engaged in solving contextually relevant and consequential problems and, in direct contrast with previous research, the groups outperformed their most proficient group member 97% of the time. Furthermore, 40% of the process gains could not be explained by either average or most knowledgeable group member scores. Implications for management practice are also discussed.

Comparing Team-Based and Mixed Active-Learning Methods in an Ambulatory Care Elective Course

“…6 Others have identified that team-based learning may benefit academically vulnerable students. [11][12][13][14][15] Student opinions of both courses were favorable. The main difference observed related to the usefulness of required readings and overall course coordination.…”

“…This is supported by research, which indicates that teams consistently outperform individuals. 13 Through the team-based learning process, team members learn from each other, which adds another dimension of learning. Team development and maturation is an important component of team-based and cooperative learning.…”

“…Because a complete description of team-based learning is beyond the scope of this article, readers should refer to other references for additional information. [6][7][8][9][10][11][12][13][14][15] A few notable differences between the teaching methods relate to team structure and assignment format. In the team-based learning course, student team formation was completed once and those teams were maintained throughout the course.…”

Consensual qualitative research: An update.

“…Similar to both feminist and multicultural approaches to psychology, a diversity of viewpoints is valued, honored, and protected (Williams & Barber, 2004). In fact, the use of consensus has been shown to improve decision quality (Michaelsen, Watson, & Black, 1989;Sundstrom, Busby, & Bobrow, 1997) by taking into account both commonly held and minority views (Miller, 1989). Because subtle meanings may be conveyed through the interview process in CQR, this variety of viewpoints and experiences among the team members may help unravel the complexities and ambiguities of the data.…”

Slave or sibling: a moral reframing the corporate knowledge sharing community

“…Research by Michaelson, Watson and Black (1989) provides compelling evidence that collaboration and sharing outperform the efforts of the best non-sharing individual consistently. In this study, students took tests throughout a semester.…”