Does the Stepladder Technique improve group decision making? A series of failed replications.

Past research has demonstrated the effectiveness of a structured group decision-making technique, termed the Stepladder Technique, in improving group decisions. The purpose of the present series of studies was to replicate and extend this research. Five studies (three using different tasks than previous studies and two using the same task) compared the decision quality of groups using the self-paced Stepladder Technique to unstructured groups. In all studies, stepladder groups failed to perform better than unstructured groups. This failure to replicate and extend past research suggests that there are definite boundaries, such as the sample or the experimenter, which may limit the overall effectiveness of the Stepladder Technique. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Online persuasion: An examination of gender differences in computer-mediated interpersonal influence.

The purpose of this research was to investigate how computer-mediated communication affects persuasion in dyadic interactions. Two studies compared participants' attitudes after hearing a series of arguments from a same-gender communicator via either e-mail or face-to-face interaction. In Study 1, women showed less message agreement in response to e-mail versus face-to-face messages, whereas men showed no difference between communication modes. Study 2 replicated this finding and examined the impact of prior interaction with the communicator. For women, the condition that provided the least social interaction led to the least message agreement. For men, the condition that provided the most social challenge led to the least message agreement. Results are interpreted in terms of gender differences in interaction style. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Minority dissent and team innovation: The importance of participation in decision making.

This study integrates research on minority dissent and individual creativity, as well as team diversity and the quality of group decision making, with research on team participation in decision making. From these lines of research, it was proposed that minority dissent would predict innovation in teams but only when teams have high levels of participation in decision making. This hypothesis was tested in 2 studies, 1 involving a homogeneous sample of self-managed teams and 1 involving a heterogeneous sample of cross-functional teams. Study 1 suggested that a newly developed scale to measure minority dissent has discriminant validity. Both Study 1 and Study 2 showed more innovations under high rather than low levels of minority dissent but only when there was a high degree of participation in team decision making. It is concluded that minority dissent stimulates creativity and divergent thought, which, through participation, manifest as innovation. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Authoritarian dynamics and unethical decision making: High social dominance orientation leaders and high right-wing authoritarianism followers.

When dilemmas require trade-offs between profits and ethics, do leaders high in social dominance orientation (SDO) and followers high in right-wing authoritarianism (RWA) make decisions that are more unethical than those made by others? This issue was explored in 4 studies with female participants performing managerial role-playing tasks. First, dyads comprising a person who was either low or high in SDO and a person who was either low or high in RWA negotiated for a leadership position. People high in SDO were more likely to obtain leader positions than to obtain follower positions. No other effects were significant. Second, leaders high in SDO partnered with an agreeable (confederate) follower made decisions that were more unethical than those of leaders low in SDO. Third, followers high in RWA were more acquiescent to and supportive of an unethical (confederate) leader than were followers low in RWA. Fourth, high SDO leader-high RWA follower dyads made decisions that were more unethical than those made in role-reversed dyads because leaders had more influence. Implications of these results for conceptualizing SDO, RWA, and authoritarian dynamics are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Interpersonal decision making: The resolution of a dyadic conflict.

"The cooperative resolution of a dyadic conflict was studied as a special case of decision making. Two subjects were required to select a joint decision. The instructions and the task were designed to induce a reasoning set and achievement orientation. The efficiency of the joint decisions was related to the type of choice situation (conflict), the magnitude of individual differences, and the nature and amount of interpersonal influence (interaction). Latency and rationality of choice were the measures of efficiency. Maximal inefficiency was associated with the possibility of gambling, outcomes of loss rather than of gain, moderate individual differences, increasing degrees of verbal interaction, and a weak leader-follower relationship. The dyadic resolution of a decision conflict was conservative in strategy." From Psyc Abstracts 36:01:3GE14A. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Computer-assisted communication and team decision-making performance: The moderating effect of openness to experience.

This study examined the effects of computer-assisted communication on team decision-making performance as a function of the team's openness to experience. 79 teams performing a multiple-cue probability learning task were randomly assigned to 1 of 2 experimental conditions: (a) verbal communication or (b) computer-assisted communication (which combined verbal and computerized communication). The results indicated that access to computer-assisted communication improved the decision-making performance of teams, but only when the teams were high in openness to experience. This effect was observed using both global openness and more specific openness facets, as well as a variety of team-level aggregation strategies. Moreover, the beneficial effects of openness in computer-assisted conditions were mediated by the efficiency with which teams integrated verbal and computerized forms of communication. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Measuring team knowledge: A window to the cognitive underpinnings of team performance.

The authors report an effort aimed at developing and evaluating measures of taskwork and teamwork team knowledge for teams in which members differ in knowledge backgrounds. These measures were used in a study with 36 teams to explore the cognitive underpinnings of team performance variations due to cross-training regime. The authors demonstrate that these measures are valid and provide team performance information that complements outcome and behavioral measures. Teams exposed to full cross-training acquired more taskwork and teamwork knowledge than control teams or teams exposed to a conceptual version of cross-training. Measures of team knowledge provide information regarding team task performance critical for system design and training programs. (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)     

Understanding team adaptation: A conceptual analysis and model.

This endeavor provides a multidisciplinary, multilevel, and multiphasic conceptualization of team adaptation with theoretical roots in the cognitive, human factors, and industrial-organizational psychology literature. Team adaptation and the emergent nature of adaptive team performance are defined from a multilevel, theoretical standpoint. An input-throughput-output model is advanced to illustrate a series of phases unfolding over time that constitute the core processes and emergent states underlying adaptive team performance and contributing to team adaptation. The cross-level mixed-determinants model highlights team adaptation in a nomological network of lawful relations. Testable propositions, practical implications, and directions for further research in this area are also advanced. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Ignorance- versus evidence-based decision making: A decision time analysis of the recognition heuristic.

According to part of the adaptive toolbox notion of decision making known as the recognition heuristic (RH), the decision process in comparative judgments—and its duration—is determined by whether recognition discriminates between objects. By contrast, some recently proposed alternative models predict that choices largely depend on the amount of evidence speaking for each of the objects and that decision times thus depend on the evidential difference between objects, or the degree of conflict between options. This article presents 3 experiments that tested predictions derived from the RH against those from alternative models. All experiments used naturally recognized objects without teaching participants any information and thus provided optimal conditions for application of the RH. However, results supported the alternative, evidence-based models and often conflicted with the RH. Recognition was not the key determinant of decision times, whereas differences between objects with respect to (both positive and negative) evidence predicted effects well. In sum, alternative models that allow for the integration of different pieces of information may well provide a better account of comparative judgments. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Quality of decision making and group norms.

Two studies investigated the impact of group norms for maintaining consensus versus norms for critical thought on group decisions in a modification of the biased sampling paradigm (G. Stasser & W. Titus, 1985). Both studies showed that critical norms improved the quality of decisions, whereas consensus norms did not. This effect appeared to be mediated by the perceived value of shared and unshared information: Consensus norm groups valued shared information more highly than critical groups did, and valence was a good predictor of decision outcome. In addition, the 2nd study showed that the group norm manipulation has no impact on individual decisions, consistent with the assumption that this is a group effect. Results suggest that the content of group norms is an important factor influencing the quality of group decision-making processes and that the content of group norms may be related to the group's proneness for groupthink. (PsycINFO Database Record (c) 2011 APA, all rights reserved)     

Integrating advice and experience: Learning and decision making with social and nonsocial cues.

When making decisions, people typically gather information from both social and nonsocial sources, such as advice from others and direct experience. This research adapted a cognitive learning paradigm to examine the process by which people learn what sources of information are credible. When participants relied on advice alone to make decisions, their learning of source reliability proceeded in a manner analogous to traditional cue learning processes and replicated the established learning phenomena. However, when advice and nonsocial cues were encountered together as an established phenomenon, blocking (ignoring redundant information) did not occur. Our results suggest that extant cognitive learning models can accommodate either advice or nonsocial cues in isolation. However, the combination of advice and nonsocial cues (a context more typically encountered in daily life) leads to different patterns of learning, in which mutually supportive information from different types of sources is not regarded as redundant and may be particularly compelling. For these situations, cognitive learning models still constitute a promising explanatory tool but one that must be expanded. As such, these findings have important implications for social psychological theory and for cognitive models of learning. (PsycINFO Database Record (c) 2011 APA, all rights reserved)     

Impacts on decision making of executives: Probabilities versus outcomes.

The determinants of decision making of executives are of special interest for companies. For a long time choices have been investigated based on theories that assume an equal impact of expected outcomes and expected probabilities (Von Neumann and Morgenstern 1953, Savage 1954, Kahneman and Tversky 1979). The influence of probabilities in decision processes is, however, questioned by a growing body of research (Rottenstreich and Kivetz 2006, Shapira 1995, March and Shapira 1987, 1992). To monitor the information acquisition process of board members and high-ranking executives in the German insurance industry we conducted 51 personal interviews, which included computer-aided simulations. These simulations clearly and objectively support former statements of executives (Shapira 1995) that they focus more on the amount of decision outcomes than on the corresponding probabilities. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Team reflexivity, development of shared task representations, and the use of distributed information in group decision making.

Decision-making groups often exchange and integrate distributed information to a lesser extent than is desirable for high-quality decisions. One important reason for this lies in group members’ understanding of the decision task—their task representations—specifically the extent to which they understand the importance of exchange and integration of information. The authors hypothesized that a group’s development of a (shared) understanding of the information elaboration requirements of their task is influenced by collective reflection on the task. When not all group members initially realize the importance of information elaboration, team reflexivity increases the degree to which the group understands the importance of information elaboration. In an experiment, the authors showed that team reflection fostered the development of task representations emphasizing information elaboration and subsequent information elaboration and decision quality. When all members initially already held representations emphasizing information elaboration, team reflection promoted elaboration and performance to a lesser degree. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The role of justice in team member satisfaction with the leader and attachment to the team.

This study examined the effects of team decision accuracy, team member decision influence, leader consideration behaviors, and justice perceptions on staff members' satisfaction with the leader and attachment to the team in hierarchical decision-making teams. The authors proposed that staff members' justice perceptions would mediate the relationship between (a) team decision accuracy, (b) the amount of influence a staff member has in the team leader's decision, and (c) the leader's consideration behaviors and staff attachment to the team and satisfaction with the leader. The results of an experiment involving 128 participants in a total of 64 teams, who made recommendations to a confederate acting as the team leader, generally support the proposed model. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

To achieve or not to achieve: A self-regulation perspective on adolescents' academic decision making.

In 2 studies, the authors investigated the utility of the self-regulation model of decision making for explaining and predicting adolescents' academic decision making. Participants were mostly 9th and 11th graders. The 1st study consisted of all boys, and a 2nd similar study consisted of boys and girls. Measures included a newly developed assessment of decision-making skill (the Decision-Making-Competency Inventory), select scales of the Learning and Study Strategies Inventory-High School Version, an assessment of the importance of academic goals, and teacher ratings of achievement behavior. Adolescents' valuing of academic goals and their decision-making competency were typically the best predictors of their achievement behavior. Older adolescent boys did not affirm achievement striving compared with younger adolescent boys and older adolescent girls. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The emergence of coherence over the course of decision making.

Previous research has indicated that decision making is accompanied by an increase in the coherence of assessments of the factors related to the decision alternatives. In the present study, the authors investigated whether this coherence shift is obtained before people commit to a decision, and whether it is obtained in the course of a number of other processing tasks. College students were presented with a complex legal case involving multiple conflicting arguments. Participants rated agreement with the individual arguments in isolation before seeing the case and after processing it under various initial sets, including playing the role of a judge assigned to decide the case. Coherence shifts were observed when participants were instructed to delay making the decision (Experiment 1), to memorize the case (Experiment 2), and to comprehend the case (Experiment 3). The findings support the hypothesis that a coherence-generating mechanism operates in a variety of processing tasks, including decision making. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Cooperative outcome interdependence, task reflexivity, and team effectiveness: A motivated information processing perspective.

A motivated information processing perspective (C. K. W. De Dreu & P. J. D. Carnevale, 2003; see also V. B. Hinsz, R. S. Tindale, & D. A. Vollrath, 1997) was used to predict that perceived cooperative outcome interdependence interacts with team-level reflexivity to predict information sharing, learning, and team effectiveness. A cross-sectional field study involving management and cross-functional teams (N = 46) performing nonroutine, complex tasks corroborated predictions: The more team members perceived cooperative outcome interdependence, the better they shared information, the more they learned and the more effective they were, especially when task reflexivity was high. When task reflexivity was low, no significant relationship was found between cooperative outcome interdependence and team processes and performance. The author concludes that the motivated information processing perspective is valid outside the confines of the laboratory and can be extended toward teamwork in organizations. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

A three-phase model of retirement decision making.

The present article organizes prominent theories about retirement decision making around three different types of thinking about retirement: imagining the possibility of retirement, assessing when it is time to let go of long-held jobs, and putting concrete plans for retirement into action at present. It also highlights important directions for future research on retirement decision making, including perceptions of declining person–environment fit, the role of personality traits, occupational norms regarding retirement, broader criteria for assessing older workers' job performance, couples' joint decision making about retirement, the impact of self-funded and self-guided pension plans on retirement decisions, bridge employment before total withdrawal from the work force, and retirement decisions that are neither entirely forced nor voluntary in nature. (PsycINFO Database Record (c) 2011 APA, all rights reserved)     

How numeracy influences risk comprehension and medical decision making.

We review the growing literature on health numeracy, the ability to understand and use numerical information, and its relation to cognition, health behaviors, and medical outcomes. Despite the surfeit of health information from commercial and noncommercial sources, national and international surveys show that many people lack basic numerical skills that are essential to maintain their health and make informed medical decisions. Low numeracy distorts perceptions of risks and benefits of screening, reduces medication compliance, impedes access to treatments, impairs risk communication (limiting prevention efforts among the most vulnerable), and, based on the scant research conducted on outcomes, appears to adversely affect medical outcomes. Low numeracy is also associated with greater susceptibility to extraneous factors (i.e., factors that do not change the objective numerical information). That is, low numeracy increases susceptibility to effects of mood or how information is presented (e.g., as frequencies vs. percentages) and to biases in judgment and decision making (e.g., framing and ratio bias effects). Much of this research is not grounded in empirically supported theories of numeracy or mathematical cognition, which are crucial for designing evidence-based policies and interventions that are effective in reducing risk and improving medical decision making. To address this gap, we outline four theoretical approaches (psychophysical, computational, standard dual-process, and fuzzy trace theory), review their implications for numeracy, and point to avenues for future research. (PsycINFO Database Record (c) 2010 APA, all rights reserved)