Deviance in group decision making: group-member centrality alleviates negative consequences for the group

Research on the effects of deviance during group decision making has shown that although it can lead to increased innovation and creativity within the group, group members often dislike the deviant member and rate group morale as lower because of dissent during the decision-making process. The current study (N=101) uses an information processing approach to examine the effect of deviance on decision outcomes as well as investigate how the perceived position of group members can influence whether they are given leeway to voice dissent. Results found that deviance can improve group decision making without incurring social costs when a deviant group member occupies a central position within the group. These findings are novel within the field of deviance research yet are consistent with research on group criticism and idiosyncrasy credit and therefore have significant implications for literature on the effect of group deviance and the application of deviance techniques within organisational and educational settings

Deviance in organizational decision making: using unanimous decision rules to promote the positive effects and alleviate the negative effects of deviance

When deviance occurs during group decision making, it can lead to increased innovation and improved decision outcomes. Group members, however, often rate the group climate as lower for having experienced dissent. The current study used a hidden profile framework to investigate the effects of deviance and decision rule on task outcome and group climate. Results found that working under a unanimous decision rule increases the likelihood of shared information improving the overall decision outcome and also alleviates some of the negative consequences associated with deviance. Results have significant implications for both research on group deviance and the application of deviance techniques within organizational settings