The effects of task complexity and time pressure upon team productivity.

Pepinsky, Pauline Nichols; Pepinsky, Harold B.; Pavlik, William B.

doi:10.1037/h0039877

Cited by 27 publications

(12 citation statements)

References 4 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…The AFM is consistent with previous research and theory on the effects of time pressure, stress, distraction, and heuristic processing on performance. For example, research at both the individual and group level has found that high levels of time pressure typically lead to increased performance rates (e.g., Kelly, 1988;Kelly, Futoran, & McGrath, 1990;Locke & Latham, 1990), increased focus on features central to completing the task (Karau & Kelly, 1992;Kelly & McGrath, 1985), and decreased performance quality (e.g., Karau & Kelly, 1992;Kelly & McGrath, 1985;Pepinsky, Pepinsky, & Pavlik, 1960). Similarly, a number of theories suggest that arousal or stress leads individuals to focus on an increasingly narrow range of task-relevant cues (e.g., Baron, 1986;Easterbrook, 1959;Kruglanski & Webster, 1996) in a manner that may influence information processing and decision making (e.g., Chaiken, 1980;Cohen, 1978;Craik & Lockhart, 1972;Petty & Cacioppo, 1986).…”

Section: The Attentional Focus Modelmentioning

confidence: 99%

Group Decision Making: The Effects of Initial Preferences and Time Pressure

Kelly

Karau²

1999

Pers Soc Psychol Bull

161

111

View full text Add to dashboard Cite

Triads, working under time pressure or not, participated in a management simulation that asked groups to decide which of two cholesterol-reducing drugs to market. The total distribution of information available to the group always favored the same drug. However, members’ initial preferences were manipulated by varying the distribution of shared information (provided to all members) and unshared information (provided to only a single member) supporting each alternative. Thus, each member’s fact sheet either (a) favored the correct decision (correct preference condition), (b) mildly favored the incorrect decision (weak incorrect preference condition), or (c) strongly favored the incorrect decision (strong incorrect preference condition). Initial preferences were major determinants of group decisions. Time pressure either enhanced or reduced decision quality depending on the strength of initial preferences and the content of the group interactions. These findings are discussed in light of Karau and Kelly’s Attentional Focus Model of group performance.

show abstract

Section: The Attentional Focus Modelmentioning

confidence: 99%

Group Decision Making: The Effects of Initial Preferences and Time Pressure

Kelly

Karau²

1999

Pers Soc Psychol Bull

161

111

View full text Add to dashboard Cite

show abstract

“…High pressure is not always assumed to be beneficial, in that too much or too little pressure is detrimental to group productivity. That is, pressure may have an inverted U-shaped relationship with group produc-tivity (Pepinsky, Pepinsky, & Pavlik, 1960), although different interpretations of this relationship exist (McGrath, 1976). The punctuated equilibrium model of group performance (Gersick, 1988(Gersick, , 1989 holds that groups move through two phases of activities.…”

Section: Theoretical Perspectivesmentioning

confidence: 99%

The Impact of Time Pressure in Negotiation: A Meta‐analysis

Stuhlmacher

Gillespie

Champagne

1998

International Journal of Conflict Management

View full text Add to dashboard Cite

In negotiation, pressures to reach an agreement are assumed to influence both the processes and the outcomes of the discussions. This paper meta-analytically combined different forms of time pressure to examine its effects on negotiator strategy and impasse rate. High time pressure was more likely to increase negotiator concessions and cooperation than low pressure as well as make agreements more likely. The effect on negotiator strategy, however, was stronger when the deadline was near or when negotiations were simple rather than complex. The effects were weaker when the opponent was inflexible and using a tough negotiation strategy. The effects on cooperative strategies were weaker when incentives for good performance were available than when they were not. Although time pressure in negotiation has significant effects, situational factors play a major role on its impact.

show abstract

“…Even recent studies on time pressure (Stuhlmacher, Gillespie, and Champagne 1998) rely in this regard on the seminal work by Frye and Stritch (1964) on the effects of timed versus nontimed discussions in small groups. Whereas previous studies suggested that only extreme time pressure reduces the quality of the output of group decision making (Pepinsky, Pepinsky, and Pavlik 1960), Frye and Stritch's experiment proved that time pressure has a positive impact on the likelihood of getting to agreements in the short term but also a negative impact on the durability of the agreement itself. ''Time pressured group members,'' they argued, ''are less inclined to change their rankings after the group discussion,'' so that they tend to be ''less willing to accept the group decision' ' (1964, 142).…”

Section: Reviewing the Criticismmentioning

confidence: 94%

Time to Agree

Pinfari

2011

Journal of Conflict Resolution

View full text Add to dashboard Cite

This article explores the impact of time pressure on negotiation processes in territorial conflicts in the post-cold war era. While it is often argued that time pressure can help generate positive momentum in peace negotiations and help break deadlocks, extensive literature also suggests that perceived time shortage can have a negative impact on the cognitive processes involved in complex, intercultural negotiations. The analysis explores these hypotheses through a comparison of sixtyeight episodes of negotiation using fuzzy-set logic, a form of qualitative comparative analysis (QCA). The conclusions confirm that time pressure can, in certain circumstances, be associated with broad agreements but also that only low levels of time pressure or its absence are associated with durable settlements. The analysis also suggests that the negative effect of time pressure on negotiations is particularly relevant in the presence of complex decision making and when a broad range of debated issues is at stake.

show abstract

The effects of task complexity and time pressure upon team productivity.

Cited by 27 publications

References 4 publications

Group Decision Making: The Effects of Initial Preferences and Time Pressure

Group Decision Making: The Effects of Initial Preferences and Time Pressure

The Impact of Time Pressure in Negotiation: A Meta‐analysis

Time to Agree

Contact Info

Product

Resources

About