Group dynamics Ch 12 (Decision Making)

Stages of Decision Making

The sequential steps groups follow to identify a problem, generate options, evaluate alternatives, and choose a solution.

Orientation

the stage where the group defines the problem, clarifies goals, establishes shared understanding, and sets the direction for the decision‑making process.

Planning

the process in which a group organizes tasks, assigns roles, sets timelines, and develops a structured approach for achieving its goals.

Discussion

the stage where group members communicate their knowledge, perspectives, and arguments to collaboratively explore the problem and generate possible solutions.

Collective information processing

the way groups pool, discuss, evaluate, and combine members’ knowledge to form a shared understanding and reach decisions.

Collective memory

the shared set of past events, experiences, and knowledge that a group constructs, maintains, and uses to shape identity, norms, and future decisions.

Information Exchange

the communication process through which group members share relevant knowledge and insights to build a shared understanding and coordinate action.

processing information

the group’s collective cognitive activity—how members analyze, interpret, integrate, and evaluate information to reach conclusions or make decisions.

decision

the stage in which a group evaluates alternatives and chooses the solution, option, or action that best meets its goals.

social decision schemes

a systematic rule that predicts how a group’s final decision emerges from the distribution of individual members’ preferences.

delegation

the intentional assignment of specific tasks or authority to individual group members to improve efficiency, accountability, and performance.

averaging

a group process where individual opinions or estimates are combined by taking their mean, producing a group decision that reflects the central tendency of members’ inputs.

voting

a group decision‑making process in which members cast individual choices, and the group uses a rule (majority, plurality, etc.) to determine the final decision.

unanimous consensus

a decision‑making outcome where all group members completely agree on the chosen option, with no dissent or compromise required.

implementation

the stage where a group carries out the chosen decision by coordinating tasks, assigning responsibilities, managing resources, and monitoring progress.

voice

the opportunity and willingness of group members to express their views and participate meaningfully in group decisions.

group discussion pitfalls

systematic problems that disrupt information sharing, critical thinking, participation, and decision quality during group interaction.

shared information bias

the tendency for groups to spend more time discussing information that all members already know, while neglecting unique information held by individual members.

cognitive limitations

the mental constraints and biases that restrict how groups process information, evaluate alternatives, and make decisions.

commission

a type of group error where the group takes an incorrect or unnecessary action, often due to faulty reasoning, bias, or pressure.

omission

a group error where the group fails to take necessary action, often due to inattention, avoidance, or cognitive and social pressures.

imprecision

the tendency for groups to produce vague, inaccurate, or poorly specified information, judgments, or decisions due to communication noise, cognitive limits, or weak coordination.

conformation bias

the tendency for groups to seek, share, and favor information that supports their existing beliefs or preferred decisions, while ignoring or discounting contradictory information.

group polarization

the tendency for group discussion to shift members’ attitudes toward a more extreme position in the direction they were already leaning.

risky-shift

the tendency for group discussion to lead members to adopt a riskier decision or attitude than their initial individual preferences.

need for cognitive closure

the desire for a firm, clear, and unambiguous answer, leading groups to seek quick decisions and avoid uncertainty or prolonged deliberation.

social comparison

the process by which individuals evaluate their own abilities, opinions, performance, or behavior by comparing themselves to other group members. It is one of the core psychological engines that drives conformity, competition, cooperation, motivation, and group polarization.

social identity

the part of a person’s self‑concept that comes from belonging to a group, leading them to think, feel, and behave in ways that reflect group membership.

abilene paradox

a group decision‑making failure where members go along with a choice they privately oppose because they assume (incorrectly) that others support it.

entrapment

the escalating commitment to a failing course of action due to prior investments, social pressure, and the desire to justify earlier decisions.

mindguard

a group member who shields the group or leader from dissenting opinions, negative information, or anything that challenges the group’s preferred decision.