How to Improve Decision Making in Small Groups

Klocke, Ulrich

doi:10.1177/1046496407301974

Cited by 39 publications

(14 citation statements)

References 45 publications

(72 reference statements)

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“…We nevertheless found that strong hidden profiles significantly decrease the chances of a group solving the task, whereas heterogeneity among preferences (i.e., weak hidden profiles) significantly increases them (cell 27). This finding resonates with arguments based on preference bias and mutual enhancement that people stick to their initial choice, especially after receiving validation from other group members who agree with them (Greitemeyer & Schulz-Hardt, 2003; Klocke, 2007). Mojzisch et al (2010) argued that receiving positive feedback from other group members steers individuals away from scrutinizing valuable unique information and leads groups toward preference negotiation instead.…”

Section: Discussionsupporting

confidence: 82%

Twenty-Five Years of Hidden Profiles in Group Decision Making

Yuan

McLeod

2011

Pers Soc Psychol Rev

207

227

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This meta-analysis summarized findings from 65 studies using the hidden profile paradigm (101 independent effects, 3,189 groups). Results showed (a) groups mentioned two standard deviations more pieces of common information than unique information; (b) hidden profile groups were eight times less likely to find the solution than were groups having full information; (c) two measures of information pooling, including the percentage of unique information mentioned out of total available information (the information coverage measure) and the percentage of unique information out of total discussion (the discussion focus measure), were positively related to decision quality, but the effect of information coverage was stronger than that of discussion focus; and communication medium did not affect (d) unique information pooling or (e) group decision quality. Group size, total information load, the proportion of unique information, task demonstrability, and hidden profile strength were found to moderate these effects. Results are discussed in terms of how they offer conceptual advancement for future hidden profile research.

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Section: Discussionsupporting

confidence: 82%

Twenty-Five Years of Hidden Profiles in Group Decision Making

Yuan

McLeod

2011

Pers Soc Psychol Rev

207

227

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“…The group talks were ideal as a mode of communication, given the local governance and customs for meaningful decision making in Ekiadolor. As Klocke (2007) suggested, small group discussion is useful when the ''optimal decision can only be identified by an integration of . .…”

Section: Resultsmentioning

confidence: 98%

“…Although the number of participants in each group varied dramatically, no one group had more than 30 or fewer than 4 men-a total of 190 men participated. The literature notes that small group discussions have been the most common way health organizations share health knowledge because they increase information retention, recall, and attitude change (Klocke, 2007;World Health Organization, 1988). Small group talks combine verbal and nonverbal interactions with the use of a facilitator.…”

Section: Recruitmentmentioning

confidence: 98%

Using Local Culture and Gender Roles to Improve Male Involvement in Maternal Health in Southern Nigeria

Adeleye

Aldoory

Parakoyi

2011

Journal of Health Communication

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Group health talks were conducted in Ekiadolor, Southern Nigeria, to improve male attitudes and practices regarding their involvement in prenatal care and family planning. Intervention planners highlight the importance of embedding local cultural norms along with co-opting gendered beliefs for purposes of planning and implementing the group talks. The authors facilitated 9 groups of adult males mostly from the traditional hierarchy of the community. Using gender theory as an analytical lens along with the application of local cultural beliefs and norms, a useful communication intervention was developed that increased the possibility of positive male engagement in maternal health in 1 Nigerian community.

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“…Mistakes help to develop 'negative' knowledge; knowledge about what does and does not work, and about when and why, helps to improve performance (Bauer and Mulder 2007;Gartmeier et al 2008). (3) Communities are at risk of developing groupthink when they strive for consensus and unanimity (Cruz et al 2006;Janis 1982;Klocke 2007), creating an atmosphere discouraging critical evaluation (Hogg and Hains 16 E. de Groot et al 1998). Challenging is needed to prevent the effects of groupthink.…”

Section: Critically Reflective Work Behaviourmentioning

confidence: 98%

Critically reflective dialogues in learning communities of professionals

Groot

Endedijk

Jaarsma

et al. 2013

Studies in Continuing Education

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Communities in which professionals share and create knowledge potentially support their continued learning. To realise this potential more fully, members are required to reflect critically. For learning at work such behaviour has been described as critically reflective work behaviour, consisting of six aspects: challenging groupthink, critical opinion sharing, an openness about mistakes, asking for and giving feedback, experimentation and research utilisation. We studied whether and how these aspects can be distinguished in dialogues of seven different communities of veterinary professionals (critically reflective dialogues). Our exploration of the nature of critically reflective dialogues resulted in an analytical framework. Within each aspect four different modes of communication were identified: interactive, on an individual basis, non-reflective and restricted. We assume that professionals use learning opportunities most in the interactive mode of communication. The framework was employed to study the extent to which dialogues showed these modes of critically reflective dialogues. The results demonstrate that in these communities the modes of communication within aspects were largely non-interactive (i.e., individual, non-reflective). The developed framework discriminates between communities in terms of their critically reflective dialogues. Interventions to improve the effectiveness of learning communities should focus on enhancement of members addressing each other's reasons and reflections.

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How to Improve Decision Making in Small Groups

Cited by 39 publications

References 45 publications

Twenty-Five Years of Hidden Profiles in Group Decision Making

Twenty-Five Years of Hidden Profiles in Group Decision Making

Using Local Culture and Gender Roles to Improve Male Involvement in Maternal Health in Southern Nigeria

Critically reflective dialogues in learning communities of professionals

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