In this article, the author presents the dangers in group work. He states that one common dilemma is when groups tend to come to agreement too quickly. Another dilemma is when the team is getting bogged down and becoming defensive or adversarial when members express new ideas or introduce new data. Finally, a very common danger is group members'…

Analyzed group discussions associated with 68 high-quality and 29 low-quality decisions made by comparably informed groups using cross-contact comparison. Found vigilance, second-guessing, and accurate information processing associated with high-quality decisions; faulty information processing and improbable fantasy chains with low-quality…

In a test of three computer models to simulate group decisions, data were used from 31 American and Austrian groups on a total of 307 trials. The task for each group was to predict a series of answers of an unknown subject on a value-orientation questionnaire, after being given a sample of his typical responses. The first model, used the mean of…

This paper is an analysis of some of the literature concerning group mediated risk taking. Jhangiani explores Brown's V-theory, which states that members of a society try to realize its cultural ideals in their behavior; Nordhoy's theory of cultural values, which states that "In the group, the impact of values which are commonly accepted in the…

Discusses a theory of leadership effectiveness in small discussion/decision making groups developed to facilitate discussion and goal efficacy. Develops four leadership styles (coordinator, inventor, enthusiast, and director) focusing on two critical questions the leader must address. Discusses implications of the model for leadership training and…

By reviewing this analysis of the behavior of both groups and individuals in groups, human resources managers can learn to tell whether committees, task forces, and departments may be encouraging or inhibiting the work they set out to do. (Author)

Analyzes how a new computer technology, Group Decision Support System (GDSS), affected how group decisions developed over time. Contrasts decision paths in groups using the GDSS with groups using GDSS procedural structures manually and with groups using no procedural structures. Finds that decision paths varied and were related to consensus…

Discussion and research show that when members of a problem-solving group engage in discussion and reach a consensus, the resultant group decision is either riskier or more cautious than the average of the individual judgments prior to the discussion. The purpose of this paper is to summarize and evaluate various theories concerning this group…

To investigate the hypothesis that the "risky shift" is a function of a cultural value favoring risk, group and individual decisions of Ugandan and U. S. students were compared on two tasks: the choice dilemmas devised by Kogan and Wallach and the actual-consequence situation of Wallach, Kogan, and Bem. On both tasks the individual…

The classic film, "Twelve Angry Men," where a lone dissenting jury member (Henry Fonda) implores his fellow jurors not to make a quick decision in a murder trial, is often cited as a resource for analyzing decision-making processes in groups. The film, used in group-process courses to show how conformity pressures can hamper effective…

To provide a theoretical base for investigating the influence of inferential error on group decision making, current literature on both inferential error and decision making is reviewed and applied to the Watergate incident. Although groups tend to make fewer inferential errors because members' inferences are generally not biased in the same…

Findings suggest, among others, that argumentativeness is an important variable in the perception of leadership, with the highly argumentative individual chosen leader over the moderate or mildly argumentative individual. Highly argumentative individuals were also rated as more influential on the group's decision. (PD)