Accounting and convincing: the effect of two types of justification on the decision process

Abstract

The effect of two types of justification pressure on the decision process was investigated. Three groups of 15 subjects each had to choose the head of a corrective home for criminal adolescents out of six candidates, who were described on 16 attributes. Two groups worked under justification pressure: subjects in the Accounting group were informed that they had to explain their decision afterwards, subjects in the Convincing group that they had to convince the other members of the executive board to vote for their selected candidate. From the third group, no justification was requested. It was found that justification pressure leads to a distinct increase in the amount of utilized information and to a more elaborate choice process, while the global decision heuristics do not seem to change. The two justification groups did not differ in the amount of information utilized, but the Convincing group employed a more elaborate process. This result shows that justification pressure is one of the task characteristics affecting the decision process, and proves that a latent justification pressure as assumed in some decision theories does not have the same effect as an explicit one. Copyright © 2001 John Wiley & Sons, Ltd.

Cite this work

No public copy is stored for this record, so only the metadata is cited.

Stored only when both papers are in the corpus — 68 citations exist upstream.

Papers that cite the same references — the relational fallback while embeddings are still backfilling.