When none of us perform better than all of us together: the role of analogical decision rules in groups

During social interactions, groups develop collective competencies that (ideally) should assist groups to outperform average standalone individual members (weak cognitive synergy) or the best performing member in the group (strong cognitive synergy). In two experimental studies we manipulate the type of decision rule used in group decision-making (identify the best vs. collaborative), and the way in which the decision rules are induced (direct vs. analogical) and we test the effect of these two manipulations on the emergence of strong and weak cognitive synergy. Our most important results indicate that an analogically induced decision rule (imitate-the-successful heuristic) in which groups have to identify the best member and build on his/her performance (take-the-best heuristic) is the most conducive for strong cognitive synergy. Our studies bring evidence for the role of analogy-making in groups as well as the role of fast-and-frugal heuristics for group decision-making

Would you like to talk about that?' How and when group emotional awareness enhances effectiveness of gender diverse teams

The aim of this paper is to explore the moderating role of group emotional awareness and diversity beliefs inthe relationship between gender diversity and group effectiveness. In study 1 (cross-sectional survey in 31organizational teams), the interaction effect between diversity and awareness suggests that awareness contributes toa larger extent to team effectiveness in gender homogenous rather than heterogeneous teams. Considering themoderating role of diversity beliefs for the outcomes of diversity, in study 2 (an experimental study on 21 studentproject teams) we look at the interaction of diversity beliefs and group emotional awareness. Results suggest that apositive framing of diversity has the strongest positive impact on effectiveness. However, group emotionalawareness cancels the negative framing effect of diversity on effectiveness. Our data gives evidence for theexistence of an affective, rather than cognitive path to reaping the benefits of gender diversity without paying theprice elicited by categorization

A system psychodynamic perspective on collaborative leadership in multiparty systems:learnings from a behavioral simulation

Purpose: This paper aims to provide a deeper understanding of what collaborative leadership in interorganizational systems entails. Design/methodology/approach: The empirical basis consists of the dynamics observed during two behavioral simulations involving seven stakeholders with managers and professionals as participants, dealing with a complex regional development issue. Findings: The authors describe what functions collaborative leadership in multiparty collaboration serve by discussing relevant literature and introducing a system psychodynamic perspective on leadership that focuses on the emerging dynamics between a leading party and other stakeholders. The relational dynamics between the leading party on the one hand and the other stakeholders on the other, are described and interpreted, taking the larger systemic context into account. Practical implications: The authors discuss some important group dynamics aspects that emerge in a multiparty context that can be used by participants in and facilitators of such complex systems in order to foster effective collaboration. Social implications: Multiparty systems are set up to deal with some important societal challenges that require the integration of insights, resources and interests across several organizations and societal actors, therefore this study provides important insights into the complexity of collaborative leadership emergent in such contexts in which position power is lacking. Originality/value: The study provides a qualitative, in depth analysis of the collaborative leadership as it emerges in a multiparty context simulated by an experiential learning context.</p

Cross-Level Dynamics of Collaboration and Conflict in Multi-Party Systems: An Empirical Investigation Using a Behavioural Simulation

Multiparty systems bring together various stakeholder parties and their representatives and offer a platform for sharing their diverse interests, knowledge and expertise in order to develop and realize joint goals. They display complex relational dynamics in which within-party interactions (interpersonal interactions within each stakeholder party) as well as between-party interactions (interactions between the stakeholder parties) intertwine to generate bottom-up and top-down influences. We investigate these influences in a behavioural simulation. Our results show that changes in task conflict at the stakeholder party level positively predict changes in perceived collaborativeness in the overall system, while changes in relationship conflict at the stakeholder party level positively predict changes in perceived conflictuality in the system. Moreover, we show that changes in perceived overall conflictuality leads to a proportional change in relationship conflict experienced within the stakeholder parties