The Value of Task Conflict to Group Decisions

Boyle, Peter J.; Hanlon, Dennis; Russo, J. Edward

doi:10.1002/bdm.725

Cited by 16 publications

(12 citation statements)

References 44 publications

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“…Our research moreover complements other approaches to improve group decisions. For instance, assignment of expert roles (Stasser et al, ), creation of task conflict (Boyle, Hanlon, & Russo, ), and a group‐level counterfactual mindset (Liljenquist, Galinsky, & Kray, ) all have been shown to increase the impact of unshared information. These interventions, although effective by themselves, could be enhanced by adding implementation intentions.…”

Section: Discussionmentioning

confidence: 99%

A Self‐regulation Perspective on Hidden‐profile Problems: If–Then Planning to Review Information Improves Group Decisions

Thürmer

Wieber

Gollwitzer

2014

Behavioral Decision Making

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In hidden‐profile (HP) problems, groups squander their potential to make superior decisions because members fail to capitalize on each other's unique knowledge (unshared information). A new self‐regulation perspective suggests that hindrances in goal striving (e.g., failing to seize action opportunities) contribute to this problem. Implementation intentions (if–then plans) are known to help deal with hindrances in goal striving; therefore, supporting decision goals with if–then plans should improve the impact of unshared information on group decisions. Indeed, in line with past research, control participants in two experiments rarely identified the best alternative despite monetary incentives and setting decision goals. In contrast, simply adding if–then plans to review advantages of the non‐preferred alternatives before making the final decision significantly increased solution rates. Process manipulations (Experiment 1) and measures (Experiment 2) indicate that conceptualizing HP problems as a self‐regulation challenge provides explanatory power beyond existing accounts. Copyright © 2014 John Wiley & Sons, Ltd.

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Section: Discussionmentioning

confidence: 99%

A Self‐regulation Perspective on Hidden‐profile Problems: If–Then Planning to Review Information Improves Group Decisions

Thürmer

Wieber

Gollwitzer

2014

Behavioral Decision Making

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“…This has been accomplished in a study of group decision making. In the study, groups having members with different initial positions led to productive ‘task conflict’. That conflict prevented the emergence of a consistent leader, and thus the attendant leader‐driven ID.…”

Section: Guarding Against Information Distortionmentioning

confidence: 99%

The information distortion bias: implications for medical decisions

Boyle

Purdon

2019

Medical Education

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Context Every diagnosis involves an act of decision making, which requires proper evaluation of information. However, even seemingly objective information can require interpretation, often without our conscious awareness. In this cross‐cutting edge article we describe the phenomenon of leader‐driven information distortion (ID) and its implications for medical education. Information distortion Recent research indicates that one threat to good decisions is a biased interpretation of information to favour one alternative course of action over another. Once an alternative emerges as a leader during a decision there is a strong tendency to evaluate subsequent information as supporting that option. This can occur when deciding between two competing diagnoses. It is particularly a concern if diagnostic tests provide potentially ambiguous results. This leader‐driven ID is pre‐decisional in nature, in that it develops during a decision and involves the interpretation of information available prior to the final decision or diagnosis, with different interpretations possible depending on whichever alternative is the leader. Studies reveal that the distortion bias is pervasive in decisions, and that awareness of the act of distortion is low in decision makers. Application to medical education Empirical research has confirmed the presence of leader‐driven ID in hypothetical diagnoses made by physicians. ID creates two threats to medical decisions: First, it can make a diagnosis sticky in that it is resistant to being overturned by contradictory information. Second, it can promote unwarranted certainty in a diagnosis. The outcome may be premature closure, unnecessary testing or incorrect treatment, resulting in delayed or missed diagnoses. Methods This paper summarises research related to leader‐driven ID in medical and professional decisions and discusses various approaches directed towards reducing ID. A framework and language are provided for thinking about and discussing ID in medical decisions and medical education. Courses of action for mitigating the effects of ID are suggested.

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“…In contrast, the teams of scenario writers will exhibit little or none of this distortion bias because the individuals in each team will successfully challenge each other's interpretations of the same drivers of the future. Boyle Hanlon and Russo (2012) found that when groups of four made a decision, there was no distortion bias so long as each of the two alternatives was favored (and defended) by at least one member of the group. However, as soon as the group agreed on a tentative leaning in favor of one alternative, the evaluation of new information became even more biased than for individuals working alone.…”

Section: Narrative Coherencementioning

confidence: 99%

A cognitive science perspective on historical narratives and future scenarios: Commentary on Schoemaker 2020

Russo

2020

Futures & Foresight Science

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The scholarly breadth of Schoemaker's work is manifest in the topic itself, linking one of the core disciplines in the humanities to a newer area of applied social science. Equally notable is its thorough coverage of the multiple links between these two areas of human inquiry. The focus of this commentary is on more specific elements of the article. Those elements are narrative coherence and the goals that drive scenarios. How to cite this article: Russo JE. A cognitive science perspective on historical narratives and future scenarios:

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The Value of Task Conflict to Group Decisions

Cited by 16 publications

References 44 publications

A Self‐regulation Perspective on Hidden‐profile Problems: If–Then Planning to Review Information Improves Group Decisions

A Self‐regulation Perspective on Hidden‐profile Problems: If–Then Planning to Review Information Improves Group Decisions

The information distortion bias: implications for medical decisions

A cognitive science perspective on historical narratives and future scenarios: Commentary on Schoemaker 2020

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