Member competence, group interaction, and group decision making: A longitudinal study.

Warren E. Watson · Larry K. Michaelsen

246 citations0/0 files storedJournal of Applied Psychology

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Team Dynamics and Performance Innovative Teaching and Learning Methods Social and Intergroup Psychology

Abstract

The primary objective of this study was to examine the extent to which increased experience in working in a group would affect group versus individual problem solving. The duration and intensity of group involvement for subjects (over 30 hr) was extensive. In addition, the reward system provided a clear and direct tie between individual or group performance and a significant outcome (i.e., course grades). The decision-making task had a great deal in common with many of the aspects of group decision making in organizations. Results were overwhelming in favor of group decision making across time, given this type of task.

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References

1990The Theory and Practice of Group Psychotherapy:1975Group Tasks, Group Interaction Process, and Group Performance Effectiveness: A Review and Proposed Integration 1971Group dynamics : the psychology of small group behavior 1982Group versus individual performance: Are N + 1 heads better than one?1966Predicting Organizational Effectiveness With a Four-Factor Theory of Leadership 1992Groups That Work (and Those That Don't)Groups That Work (and Those That Don't) by Hackman Richard. San Francisco: Jossey-Bass, 1991, 512 pp.1965A Social Psychology of Group Processes for Decision-Making 1958A survey of studies contrasting the quality of group performance and individual performance, 1920-1957.

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2008Team-Based Learning in an Undergraduate Nursing Course 2003The effects of job complexity and autonomy on cohesiveness in collectivistic and individualistic work groups: a cross‐cultural analysis 1997Proper analysis of the accuracy of group judgments.2007Creativity in innovative projects: How teamwork matters 2010Group Behavior and Performance

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