Decision Making in Groups and Organizations

Tindale, R. Scott; Kluwe, Katharina

doi:10.1002/9781118468333.ch30

Cited by 9 publications

(6 citation statements)

References 107 publications

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“…We will organize the group decision-making literature according to the amount of member interaction that the decision-making process allows (Kerr & Tindale, 2011;Tindale & Kluwe, 2015). As one might expect, the more interaction the decision-making process allows, the greater the opportunity for group and group member learning.…”

mentioning

confidence: 99%

Learning While Deciding in Groups

Tindale¹,

Winget²

2019

Preprint

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Groups are used to make many important societal decisions. Similar to individuals, by paying attention to the information available during the decision processes and the consequences of the decisions, groups can learn from their decisions as well. In addition, group members can learn from each other by exchanging information and being exposed to different perspectives. However, groups make decisions in many different ways and the potential and actual learning that takes place will vary as a function of the manner in which groups reach consensus. This chapter reviews the literature on group decision making with a special emphasis on how and when group decision making leads to learning. We argue that learning is possible in virtually any group decision making environment but freely interacting groups create the greatest potential for learning. We also discuss when and why group may not always take advantage of the learning potential.

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confidence: 99%

Learning While Deciding in Groups

Tindale¹,

Winget²

2019

Preprint

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“…Our article also explored the contested question of whether social interaction between group members erodes judgment quality (Lorenz et al., ; Tindale & Kluwe, ). As with IDEA, the GJP also made use of structured discussion between forecasters and found that it improved performance (Mellers et al., ).…”

Section: Discussionmentioning

confidence: 99%

“…The discussion from Bolger and Rowe (), Winkler (), Morgan (), and Bolger and Rowe () offers little background on this topic, aside from a clear criticism of the relative use of these measures in the weighting scheme proposed in Cooke (). Because of this lack of context, some claims made in Bolger and Rowe () and Tindale and Kluwe () may be misinterpreted. Section 3.2 makes statements that reflect the authors' position on this topic and may seem in disagreement with certain claims made in Bolger and Rowe () and Winkler ().…”

Section: Introductionmentioning

confidence: 99%

The Value of Performance Weights and Discussion in Aggregated Expert Judgments

et al. 2018

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In risky situations characterized by imminent decisions, scarce resources, and insufficient data, policymakers rely on experts to estimate model parameters and their associated uncertainties. Different elicitation and aggregation methods can vary substantially in their efficacy and robustness. While it is generally agreed that biases in expert judgments can be mitigated using structured elicitations involving groups rather than individuals, there is still some disagreement about how to best elicit and aggregate judgments. This mostly concerns the merits of using performance-based weighting schemes to combine judgments of different individuals (rather than assigning equal weights to individual experts), and the way that interaction between experts should be handled. This article aims to contribute to, and complement, the ongoing discussion on these topics.

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“…We used a collective goal context for three reasons. First, motivation in groups has long been a topic of interest in social psychology (Kerr & Tindale, 2004; Tindale & Kluwe, 2015). Extant research regarding collective goal pursuit has documented both group motivation gains (e.g., group members are more motivated than comparable individual performers—the Köhler motivation gain effect; Hertel, Kerr, & Messé, 2000) and motivation losses (e.g., social-loafing effects; Harkins, 1987), and emphasized that the instrumentality of individuals’ efforts toward a collective goal is an important factor in determining motivation (Karau & Kipling, 1993; Kerr, 1996).…”

Section: Study 5: Book Donation Competition and Field Interventionmentioning

confidence: 99%

How winning changes motivation in multiphase competitions.

Huang¹,

Etkin

Jin

2017

Journal of Personality and Social Psychology

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What drives motivation in multiphase competitions? Adopting a dynamic approach, this research examines how temporary standing-being ahead of (vs. behind) one's opponent-in a multiphase competition shapes subsequent motivation. Six competitions conducted in the lab and in the field demonstrate that the impact of being ahead on contestants' motivation depends on when (i.e., in which phase of the competition) contestants learn they are in the lead. In the early phase, contestants are concerned about whether they can win; being ahead increases motivation by making winning seem more attainable. In the later phase, however, contestants are instead driven by how much additional effort they believe they need to invest; being ahead decreases motivation by reducing contestants' estimate of the remaining effort needed to win. Temporary standing thus has divergent effects on motivation in multiphase competitions, driven by a shift in contestants' main concern from the early to the later phase and thus the meaning they derive from being ahead of their opponent. By leveraging insights gained from approaching individuals' self-regulation as a dynamic process, this research advances understanding of how motivation evolves in a unique interdependent self-regulatory context. (PsycINFO Database Record

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Decision Making in Groups and Organizations

Cited by 9 publications

References 107 publications

Learning While Deciding in Groups

Learning While Deciding in Groups

The Value of Performance Weights and Discussion in Aggregated Expert Judgments

How winning changes motivation in multiphase competitions.

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