LINKAGES Group Processes in Problem Solving and Decision Making
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LINKAGES Group Processes in Problem Solving and Decision Making
268 Chapter 7 Thought, Language, and Intelligence resolution, or preserving a moral principle (Arkes & Ayton, 1999; McCaffery & Baron, 2006; Zsambok & Klein, 1997). Often, decisions depend not just on how likely we are to gain or lose a particular amount of something but also on what that something is. A decision that could cost or save a human life may be made differently than one that could cost or gain a few dollars, even though the probabilities of each outcome are exactly the same in both cases. Even the “goodness” or “badness” of decisions is often difficult to measure. Many decisions depend on personal values (utilities), which can vary from person to person and from culture to culture. People in individualist cultures, for example, may tend to assign high utilities to attributes that promote personal goals, whereas people in collectivist cultures might place greater value on attributes that bring group harmony and the approval of family and friends (Markus, Kitayama, & Heiman, 1996). LINKAGES Do groups solve problems more effectively than individuals? (a link to Social Psychology) LINKAGES roblem solving and decision making often take place in groups. The factors that influence an individual’s problem Group Processes in Problem solving and decision making continue to Solving and Decision Making operate when the individual is in a group, but group interactions also shape the outcome. When groups are trying to make a decision, for example, they usually begin by considering the preferences or opinions stated by various members. Not all of these views have equal influence, though. Views that are shared by the greatest number of group members will have the greatest impact on the group’s final decision (Tindale & Kameda, 2000). This means that extreme proposals or opinions will usually have less effect on group decisions than those that are more representative of the majority’s views. Nevertheless, group discussions sometimes result in decisions that are more extreme than the group members would make individually. This tendency toward extreme decisions is called group polarization (Rodrigo & Ato, 2002). Two mechanisms appear to underlie group polarization. First, most arguments presented during the discussion favor the majority view, and most criticisms are directed at the minority view. In fact, confirmation bias leads group members to seek additional information that supports the majority position (Schulz-Hardt et al., 2000). In this atmosphere, those who favor the majority view find it reasonable to adopt an even stronger version of it (Stasser, 1991). Second, once some group members begin to agree that a particular decision is desirable, other members may try to associate themselves with it, perhaps by suggesting an even more extreme version (Kaplan & Miller, 1987). Are people better at problem solving and decision making when they work in groups or on their own? This is one of the questions about human thinking that is studied by social psychologists. In a typical experiment, a group of people is asked to solve a problem like the one in Figure 7.6 or to decide the guilt or innocence of the defendant in a fictional court case. Each person is asked to work alone and then to join with the others to try to agree on a decision. These studies have found that when problems have solutions that can be easily demonstrated to everyone, groups will usually outperform individuals at solving them (Laughlin, 1999). When problems have less obvious solutions, groups may be somewhat better at solving them than their average member, but usually no better than their most talented member (Hackman, 1998). And because of phenomena such as social loafing and groupthink (discussed in the social psychology chapter), people working in a group are often less productive than people working alone (Williams & Sommer, 1997). Other research suggests that a critical element in successful group problem solving is the sharing of individual members’ unique information and expertise (e.g., Stasser, Stewart, & Wittenbaum, 1995). For example, when asked to diagnose an illness, groups of physicians were much more accurate when they pooled their knowledge (Larson et al., 1998). However, brainstorming, a popular strategy that supposedly encourages group members to generate new and innovative solutions to a problem, may actually P