2014
DOI: 10.1037/a0037099
|View full text |Cite
|
Sign up to set email alerts
|

Arguments, more than confidence, explain the good performance of reasoning groups.

Abstract: In many intellective tasks groups consistently outperform individuals. One factor is that the individual(s) with the best answer is able to convince the other group members using sound argumentation. Another factor is that the most confident group member imposes her answer whether it is right or wrong. In Experiments 1 and 2, individual participants were given arguments against their answer in intellective tasks. Demonstrating sound argumentative competence, many participants changed their minds to adopt the c… Show more

Help me understand this report

Search citation statements

Order By: Relevance

Paper Sections

Select...
5

Citation Types

5
86
1
1

Year Published

2015
2015
2021
2021

Publication Types

Select...
6
2
2

Relationship

1
9

Authors

Journals

citations
Cited by 107 publications
(109 citation statements)
references
References 43 publications
5
86
1
1
Order By: Relevance
“…Thus, strong enough arguments should be able to overcome a deficit of trust: a sender who is not trusted enoughfor instance because she lacks powerbut who provides strong arguments, should be believed (Mercier & Sperber, 2011). Evidence in adults suggests that strong arguments can take precedence over sourcerelated cues such as confidence, competence, and honesty (Trouche, Sander & Mercier, 2014;Trouche, Shao & Mercier, submitted).…”
Section: Introductionmentioning
confidence: 99%
“…Thus, strong enough arguments should be able to overcome a deficit of trust: a sender who is not trusted enoughfor instance because she lacks powerbut who provides strong arguments, should be believed (Mercier & Sperber, 2011). Evidence in adults suggests that strong arguments can take precedence over sourcerelated cues such as confidence, competence, and honesty (Trouche, Sander & Mercier, 2014;Trouche, Shao & Mercier, submitted).…”
Section: Introductionmentioning
confidence: 99%
“…In human groups, the most common case of direct interaction for solving problems takes the form of group discussions (Stasser and Stewart, 1992;Stasser, 1985), where all group members can freely share ideas and strategies to tackle a problem. This approach can produce good results (Toyokawa et al, 2019;Woolley, Aggarwal, et al, 2015;Trouche et al, 2014;Baron, 2005), but is also subject to numerous detrimental effects such as opinion herding, groupthink, and the hidden profile effect (Janis, 1972;Stasser, 1985;Stasser and Stewart, 1992). Also, direct interaction in humans becomes difficult to apply when groups are too large, when members do not work at the same time, or when they have no easy means of communication (e.g., interactions between algorithms and humans (Crandall et al, 2018)).…”
Section: Introductionmentioning
confidence: 99%
“…Accordingly, the dynamics of collaborative behavior are commonly studied to examine how groups working together have the potential to achieve higher performance than the best individual member in a group (i.e., collective benefit; Bahrami et al., , , ; Fusaroli et al., ; Pescetelli, Rees, & Bahrami, ). Research investigating group collaboration and its benefits encompasses many domains such as problem solving (Laughlin, Bonner, & Miner, ; Laughlin, Hatch, Silver, & Boh, ; Trouche, Sander, & Mercier, ), motor performance (Ganesh et al., ; Masumoto & Inui, ; Wahn, Karlinsky, Schmitz, & König, ; Wahn, Schmitz, König, & Knoblich, ) and perceptual tasks (Bang et al., ; Brennan, Chen, Dickinson, Neider, & Zelinsky, ; Mahmoodi et al., ; Wahn, Czeszumski, & König, ; Wahn, Kingstone, & König, , ; Wahn, Schwandt, et al., ). These studies suggest that information exchange and group dynamics are factors contributing to collective benefit.…”
Section: Introductionmentioning
confidence: 99%