Group Decision Making and Perceived Decision Success: The Role of Communication Medium.

The authors investigated the role of communication medium on the relationship between team member perceptions and decision success. Seventy-three 3-person groups participated in a consensus intellective task either face-to-face (FTF) or via computer-mediated communication (CMC). The participants also assessed their group's decision success and team member competencies. CMC group members' success perceptions significantly predicted their group's performance, but FTF group members' perceptions did not. Furthermore, only CMC group members' judgments regarding their group's problem-solving ability significantly predicted their decision success. Last, judgments of decision success mediated the relationship between perceptions of members' problem-solving ability and decision success only for CMC group members. Implications are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Group performance as function of task difficulty and the group's awareness of member satisfaction.

Investigated the hypothesis that group effectiveness increases with increased member awareness of group satisfaction, and that this effect is greater for difficult than for easy tasks. 5-person groups attempted 3 tasks differing in difficulty, under 3 conditions of satisfaction feedback: no feedback, overt feedback, and covert feedback. In the overt condition, Ss publicly indicated their satisfaction with the problem-solving process, whereas in the covert condition their satisfaction was indicated anonymously. The results supported the hypothesis. It was suggested that valid communication of satisfaction leads to more complete use of members' contributions, and hence improves performance. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The effect of participatory and supervisory leadership on group creativity.

This study compares the creativity of 4-man groups under 2 conditions of leadership. The Ss were 90 freshmen and sophomore Navy ROTC midshipmen and 30 NROTC seniors who served as group leaders. In 15 of the groups, the leaders acted as chairmen who directed the group discussions and contributed to the task solution. In the other 15 groups, leaders acted in a supervisory capacity: they directed and guided group discussion and they were allowed to encourage members or to reject ideas, but the leaders were prohibited from contributing to the solution of the task. Groups having participatory leaders were generally superior in quantity of output while groups under supervisory leaders were superior in the quality of the product. Although leaders in the 2 conditions did not differ in their satisfaction with the group product, the participatory leaders were more satisfied with their own individual contribution to the task. The leadership styles did not produce differences in the members' esteem for the leader or in the members' morale and satisfaction with the task. Differences were found in the influence of the leader intelligence and ability scores on group creativity. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Communication restraints, group flexibility, and group confidence.

"This study was designed to explore the relationship between selected group structure variables and the group's ability to adjust to the requirements of a new situation (group flexibility) and the group members' expressed confidence in the ability of the group to succeed in a problem-solving situation." About 1000 men in 96 aircrews did a group task (8-item intelligence exam). Leaders in flexible groups scored low on the F scale and high on conformity. Greater confidence was expressed by members of high attraction groups and groups whose leaders tended to conform to the group members' opinions. "… groups with more open communication systems (group with fewer communication restraints) are more flexible and more confident." (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Positive Reactions to Working in Groups in a Study of Group and Individual Goal Decision Making.

The authors explored group members' positive reactions to working in groups that performed a card-sorting task for which they set goals. They also tested predictions regarding observed differences between the goal decisions of groups and individuals for their own and others' performance. Consistent with predictions, group members had more goal commitment, more positive attitudes toward goal attainment, and greater satisfaction with their performance than individuals. Moreover, groups chose goals that were less difficult than the goals of individuals both for their own and for others' performance. The ways in which group decision processes and other factors may account for differences in group and individual goal decisions are considered. In addition, the social-emotional and task-related benefits members perceive of working in their groups are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Individual and group perceptions of therapeutic factors and session evaluation: An actor–partner interdependence analysis.

The relationship between a group member's and other group members' perceptions of therapeutic factors and session evaluation were examined using Kenny, Mannetti, Pierro, Livi, and Kashy's (2002) model. In addition, I examined the relative variance in therapeutic factors as a function of sessions, group members, and groups. Thirty-six growth-group participants participating in six 28-session growth groups filled out critical incident (CI) forms and session evaluations. CIs were rated on 10 therapeutic factors dimensions derived from Bloch, Reibstein, Crouch, Holroyd, and Themen (1979). On average, 95% of the variance in the therapeutic factors was at the session level, 4% of the variance was at the person level, and 1% of the variance was at the group level. Contrary to the hypotheses, individual's perception of therapeutic factors was not significantly related to session depth or smoothness. Contrary to the hypothesis, other group members' perceptions of therapeutic factors were not significantly related to session depth, although there was a trend (p = .06). As hypothesized, other group members' perceptions of therapeutic factors were significantly related to session smoothness. The findings support Yalom and Leszcz's (2005) contention that the group leaders' primary function is to create a therapeutically effective group culture and not to focus on individual group member change. (PsycINFO Database Record (c) 2011 APA, all rights reserved)     

Knowing others' preferences degrades the quality of group decisions.

Results from 4 experiments demonstrate that learning the other group members' preferences at the beginning of a discussion impedes the solution of hidden profiles. In Experiments 1–3, participants who were not informed about their fellow group members' preferences were more likely to solve a hidden profile than those who received bogus information about the others' preferences. The negative effect of learning the others' preferences on decision quality was mediated by participants paying less attention to the information exchanged when they had been made aware of the others' preferences. Experiments 1 and 2 further ruled out that the effect of learning the others' preferences is due to participants bolstering their position or due to an increase in informational load. Experiment 3 showed that learning the other group members' preferences impedes the solution of hidden profiles even if one of the other members favors the correct alternative. Finally, Experiment 4 replicated these results in face-to-face interacting 3-person groups. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Group beliefs, ability, and performance: The potency of group potency.

Although it is clear that group members' attitudes, beliefs, and abilities are factors that contribute to group success, the interplay among these factors has received little attention. This study examined the impact of group potency, group goal commitment, and group ability on group performance. One hundred forty-three Officer Cadets, working in 51 groups, participated in this study. Consistent with our hypothesis, group potency contributed to the prediction of group performance over and above group ability. In contrast, group goal commitment did not have a strong relation with group performance. On the basis of these results, it seems that "thinking we can" is an important factor in its own right, regardless of the group's ability. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Pride in group performance and group-task motivation.

This experiment tested the propositions that pride in one's group results from the members' perceptions of effective task performance of the group as a whole and is directly associated with high motivation toward the assigned task of the group. 25 3-man groups assigned to work on a simulated Air Defense task were distributed among 5 experimental conditions. The measure of task motivation was the amount of task-oriented discussion during a "break" period. "Evidence is cited supporting the hypothesis that the high group-task motivation results from a perception of interdependence among the group members with respect to the attainment of reward." (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Collective efficacy, group potency, and group performance: Meta-analyses of their relationships, and test of a mediation model.

The authors examined relationships among collective efficacy, group potency, and group performance. Meta-analytic results (based on 6,128 groups, 31,019 individuals, 118 correlations adjusted for dependence, and 96 studies) reveal that collective efficacy was significantly related to group performance (.35). In the proposed nested 2-level model, collective efficacy assessment (aggregation and group discussion) was tested as the 1st-level moderator. It showed significantly different average correlations with group performance (.32 vs. .45), but the group discussion assessment was homogeneous, whereas the aggregation assessment was heterogeneous. Consequently, there was no 2nd-level moderation for the group discussion, and heterogeneity in the aggregation group was accounted for by the 2nd-level moderator, task interdependence (high, moderate, and low levels were significant; the higher the level, the stronger the relationship). The 2nd and 3rd meta-analyses indicated that group potency was related to group performance (.29) and to collective efficacy (.65). When tested in a structural equation modeling analysis based on meta-analytic findings, collective efficacy fully mediated the relationship between group potency and group performance. The authors suggest future research and convert their findings to a probability of success index to help facilitate practice. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

A model of emergence and dysfunctional effects of emotional conflict in groups.

The current study tested a model of group effectiveness in which emotional conflict, negative affective tone in groups, and group mean agreeableness were proposed as key antecedent variables. Data collected from 84 project groups supported the proposition that group-level agreeableness was significantly related with emotional conflict, and that emotional conflict indirectly affects group outcomes through group-level negative affective tone and contextual-discretionary behaviors, as opposed to task-related behaviors. Findings are discussed in terms of how group members' personality foster emotional conflict in groups and the implications of these findings for group effectiveness research as well as the management of project groups. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Team cognition in group interventions: The relation between coleaders' shared mental models and group climate.

The relation between the convergence in group coleaders' mental models of their groups and group members' perceptions of group climate was examined. Coleaders of 8 intergroup dialogue groups provided paired-comparison ratings of the similarity of their group members, and group members provided group climate ratings, following each of 7 sessions. The paired-comparison ratings were analyzed using pathfinder network analysis (Schvaneveldt, 1990) to examine the structure of each coleader's mental model of her or his group, and to compare these mental models within coleader pairs to determine degree of similarity in coleaders' mental models for each coleader pair for each week (i.e., how similarly coleaders of a group view their group). Growth curve analyses of the degree of similarity and group climate data showed an increase in similarity of coleaders' mental models within groups across sessions, and that similarity in coleader mental models was related to increases in the engaged and decreases in the avoiding aspects of the group climate. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Some effects of situational threat on group behavior.

It was found that situational threat affected behavior in three main areas of functioning: interpersonal relations, utilization of actors' and other group members' resources, and effectiveness of the group. An attempt was made to analyze and interpret these results within the framework of a competing response theory of anxiety. 20 references. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

An Investigation of Group Leaders' Intentions.

Stimulated recall methods were used to assist 34 group leaders in recalling their intentions (i.e., purposes, plans, goals) in relation to interventions they made in a group session. A total of 835 intentions were reported by the leaders and were categorized into 6 separate intention categories by trained judges. The categories included directing the group, gathering information and assessing members, challenging members, attending to and validating members' experiences, directing self, and promoting connections and interactions among group members. Multidimensional scaling procedures revealed 4 intention clusters: Promoting Insight/Change, Planning and Guiding, Attending, and Assessing Growth. Limitations of the study are addressed, along with implications for future research and group leader training. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Group Therapy for Students in Clinical Psychology.

It has been the experience of six graduate students in clinical psychology at the Florida State University that the adage "Physician, heal thyself might profitably be amended to "Psychologists, heal each other." Inasmuch as a psychotherapeutic group composed of clinical psychologists is rather unique, the writer feels that his group's experiences may facilitate the formation of similar groups. Some of the salient topics and issues addressed here include the attempt to acquire a group leader, secrecy, the admission of new members, the members' psychological sophistication, and the cross currents of interpersonal relations. The writer feels that perhaps this therapy group's greatest contribution relates to the generally accepted opinion that a healthy therapist is a desideratum. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Who cares what the outgroup thinks? Testing an information search model of the importance individuals accord to an outgroup member's view of them during intergroup interaction.

Four studies examined whether the intensity of individuals' concern with evaluation is affected by whether they are engaged in intragroup or intergroup interaction. According to the authors' theoretical framework, the importance that individuals attach to another person's opinion is a function of how predictive that person's evaluation seems to be of their social standing and outcomes. Members of lower status groups are more invested in outgroup members' opinions with increasing perceived legitimacy of the group status difference because outgroup members are seen as better judges of the competencies necessary for success in society. Members of a higher status group are more invested in outgroup members' opinions with decreasing perceived legitimacy of the group status difference because outgroup members are seen as better judges of moral goodness. Results were generally consistent with these predictions and demonstrated that intergroup exchanges are sometimes characterized by heightened levels of the basic motivation to know one's social standing with others. Findings also revealed that the interactive effect of group status and perceived legitimacy extends to egocentric biases that contribute to tension and miscommunication in intergroup interaction. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Group decision making in hidden profile situations: Dissent as a facilitator for decision quality.

The effect of diversity in individual prediscussion preferences on group decision quality was examined in an experiment in which 135 three-person groups worked on a personnel selection case with 4 alternatives. The information distribution among group members constituted a hidden profile (i.e., the correct solution was not identifiable on the basis of the members' individual information and could be detected only by pooling and integrating the members' unique information). Whereas groups with homogeneous suboptimal prediscussion preferences (no dissent) hardly ever solved the hidden profile, solution rates were significantly higher in groups with prediscussion dissent, even if none of these individual prediscussion preferences were correct. If dissent came from a proponent of the correct solution, solution rates were even higher than in dissent groups without such a proponent. The magnitude of dissent (i.e., minority dissent or full diversity of individual preferences) did not affect decision quality. The beneficial effect of dissent on group decision quality was mediated primarily by greater discussion intensity and to some extent also by less discussion bias in dissent groups. (PsycINFO Database Record (c) 2011 APA, all rights reserved)     

Threat, cohesion, and group effectiveness: Testing a social identity maintenance perspective on groupthink.

Although I. L. Janis's concept of groupthink is influential, experimental investigations have provided only weak support for the theory. Exp 1 produced the poor decision quality associated with groupthink by manipulating group cohesion (using group labels) and threat to group members' self-esteem. Self-reports of some groupthink and defective decision-making symptoms were independently, but not interactively, affected by cohesion and threat. Exp 2 confirmed the success of the cohesion manipulation. Exp 3 replicated the poor-quality decision making observed in Exp 1 and provided support for a social identity maintenance perspective on groupthink: Groups who operated under groupthink conditions but who were given an excuse for potential poor performance produced significantly higher quality decisions than groups who worked under groupthink conditions alone. The results are used to interpret the groupthink phenomenon as a collective effort directed at warding off potentially negative views of the group. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

In-group members' perceptions of a social mobility attempt: Effects of boundary permeability and outcome.

This study examined in-group members' impressions of a fellow member who attempted to join a higher power group, along with the interactive effects of the permeability of group boundaries and relative success of this social mobility attempt on impressions. Because groups with less permeable boundaries are typically more cohesive, a group member's relative success in achieving mobility should have meaning for these groups, as opposed to those with more permeable boundaries. Thus, it was predicted that the effect of success versus failure on in-group members' evaluations would be stronger when group boundaries were less permeable. The results showed that a member successful at social mobility was evaluated more positively than one who was unsuccessful, and this difference was larger when boundaries were less permeable. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Modeling longitudinal data from a rolling therapy group program with membership turnover: Does group culture affect individual alliance?

Many community- and hospital-based group treatment programs have an open enrolment, that is, a rolling admissions structure, in which a group member who drops out or successfully completes therapy is replaced by another individual. Although practically efficient and perhaps clinically useful, the interdependence of these group participants' data may result in incorrect inferences drawn from the data analyses if this interdependence is not accounted for. We present an analytic strategy that uses time varying covariates in multilevel models to illustrate a methodology to address these data analysis problems. Participants were adults with eating disorders (N = 229) who attended an average of 12 weeks of a rolling admissions group-based day hospital program during an 8-year period, and who completed a group therapy alliance measure weekly. Individual alliance to the group increased from week to week, and this growth remained significant even after controlling for the time varying level of other group members' alliance to the group. Further, the level of an individual's alliance score during any given week was positively related to the group's alliance during that week. The multilevel time varying covariate models presented here add to a very small but emerging set of analytic strategies available for researchers to address some of the hurdles to correctly analyze data from rolling admissions group-based treatment programs. Results from this study provide evidence that a group's culture is passed on and affects an individual's alliance to the group despite changes in group membership. (PsycINFO Database Record (c) 2010 APA, all rights reserved)