An integration of process and decision scheme explanations of group problem solving performance

doi:10.1016/0749-5978(88)90014-3

Organizational Behavior and Human Decision Processes

Volume 42, Issue 2, October 1988, Pages 234-249

https://doi.org/10.1016/0749-5978(88)90014-3 Get rights and content

Abstract

This article develops a model of group problem solving in which performance is a function of group resources and strategies for their use. Resources are defined as the joint task knowledge of a group's two most expert members. Decision scheme is essentially defined as the degree of influence of these two experts and is shown, for certain composition conditions, to be related to group process, specifically, effective conflict management. Similarities between the model and other social influence theories are examined, and implications for organizational problem solving are explored. The task is the “Moon Survival” problem, and the subjects are 102 managers and graduate management students, working in 21 groups.

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An integration of process and decision scheme explanations of group problem solving performance

Abstract

Organizational Behavior and Human Decision Processes

Organizational Behavior and Human Decision Processes

Organizational Behavior and Human Performance

Organizational Behavior and Human Performance

Effects of group pressure upon modification and distortions of judgements

A comparative study of individual, majority and group judgement

Journal of Abnormal and Social Psychology

Expertise and airtime as bases of actual and perceived influence in problem solving groups

Journal of Applied Psychology

Group problem solving: Performance as a function of group resources, decision scheme and process, composition and creativity

Sydney: AGSM Working Paper Series

Improving group performance by training in individual problem solving

Journal of Applied Psychology

Group decision and social interaction: A theory of social decision schemes

Psychological Review

Quality of group judgement

Psychological Bulletin

Risk-making model of leadership in formal organizations: A developmental approach

Leader member agreement: A vertical dyad linkage approach

Journal of Applied Psychology

A comparison of collective and group judgements of fact

Journal of Experimental Psychology

Group tasks, group interaction process and group performance effectiveness: A review and partial integration

The effects of a normative intervention on group decisionmaking performance

Human Relations

Managing interpersonal conflict in project teams

Solan Management Review