Effects of Group Composition and Consensus Training on the Assembly Effect

n light of the growing reliance on teams to solve the complex problems faced in organizations, research that demonstrates how team performance can be improved beyond the performance of individuals is warranted. This study investigated whether group performance could be significantly improved by forming groups with members heterogeneous in information-processing preferences, as measured by the Myers-Briggs Type Indicator (MBTI), and by providing those groups with training to facilitate consensus on the group\u27s solution to a complex, multistage decision task. Comparisons of assembly effect occurrences (i.e., solutions of higher quality than those that could be achieved by any individual within the group working alone) among undergraduate student groups (N = 38) differing in composition (homogeneous vs. heterogeneous) and mode of consensual training (trained vs. not trained) were conducted through a nonparametric statistical analysis. The results of the analysis supported only the hypothesis predicting that the proportion of trained groups producing the assembly effect would be significantly greater, statistically, than that of the not-trained groups. However, a statistically significant interaction effect in a nonhypothesized direction was found. Implications and recommendations based on the findings are offered

Identifying the task variables that predict object assembly difficulty.

We investigated the physical attributes of an object that influence the difficulty of its assembly. Identifying attributes that contribute to assembly difficulty will provide a method for predicting assembly complexity

Exploring cognitive issues in visual information retrieval

A study was conducted that compared user performance across a range of search tasks supported by both a textual and a visual information retrieval interface (VIRI). Test scores representing seven distinct cognitive abilities were examined in relation to user performance. Results indicate that, when using VIRIs, visual-perceptual abilities account for significant amounts of within-subjects variance, particularly when the relevance criteria were highly specific. Visualisation ability also seemed to be a critical factor when users were required to change topical perspective within the visualisation. Suggestions are made for navigational cues that may help to reduce the effects of these individual differences

Automatic Prediction Of Small Group Performance In Information Sharing Tasks

In this paper, we describe a novel approach, based on Markov jump processes, to model small group conversational dynamics and to predict small group performance. More precisely, we estimate conversational events such as turn taking, backchannels, turn-transitions at the micro-level (1 minute windows) and then we bridge the micro-level behavior and the macro-level performance. We tested our approach with a cooperative task, the Information Sharing task, and we verified the relevance of micro- level interaction dynamics in determining a good group performance (e.g. higher speaking turns rate and more balanced participation among group members).Comment: Presented at Collective Intelligence conference, 2012 (arXiv:1204.2991

Using self-definition to predict the influence of procedural justice on organizational, interpersonal, and job/task-oriented citizenship behaviors

An integrative self-definition model is proposed to improve our understanding of how procedural justice affects different outcome modalities in organizational behavior. Specifically, it is examined whether the strength of different levels of self-definition (collective, relational, and individual) each uniquely interact with procedural justice to predict organizational, interpersonal, and job/task-oriented citizenship behaviors, respectively. Results from experimental and (both single and multisource) field data consistently revealed stronger procedural justice effects (1) on organizational-oriented citizenship behavior among those who define themselves strongly in terms of organizational characteristics, (2) on interpersonal-oriented citizenship behavior among those who define themselves strongly in terms of their interpersonal relationships, and (3) on job/task-oriented citizenship behavior among those who define themselves weakly in terms of their distinctiveness or uniqueness. We discuss the relevance of these results with respect to how employees can be motivated most effectively in organizational settings