Group decision making under stress.

Abstract

Understanding the processes by which task groups function is a major concern of social psychologists who study small groups. Equally important to the applied group researcher is the understanding of how group processes are altered by the external environment. Research suggests that organizations respond to stress with a centralization of authority so that decision making becomes concentrated in the higher levels of an organizational hierarchy. In this study, this hypothesis was extended to the small-group level of analysis, and the effects of stress on group status and decision making were examined. Experimental results clarify and delimit the centralization-of-authority hypothesis: Rather than centralizing authority and decision making under stress, group leaders and group members become more receptive to information provided by others. Implications for group decision making are discussed. Modern complex and high-risk technologies are inherently contradictory. On one hand, they greatly extend the range of human potential; for example, military anti-air warfare (AAW) systems allow military personnel to "see " aircraft at great distances. On the other hand, these systems also increase the potential

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