Are groups more rational than individuals? A review of interactive decision making in groups

Many decisions are interactive; the outcome of one party depends not only on its decisions or on acts of nature but also on the decisions of others. In the present article, we review the literature on decision making made by groups of the past 25 years. Researchers have compared the strategic behavior of groups and individuals in many games: prisoner's dilemma, dictator, ultimatum, trust, centipede and principal-agent games, among others. Our review suggests that results are quite consistent in revealing that groups behave closer to the game-theoretical assumption of rationality and selfishness than individuals. We conclude by discussing future research avenues in this area

Design Thinking: Project Portfolio Management and Simulation – A Creative Mix for Research

This paper takes de Bono’s explanation of ‘design thinking’ as the starting point for a report on a doctoral research project that began with a conventional ‘why?’ question, and then, instead of looking for an ‘explanation’, chose to look forward in time to establish an understanding of ‘how to’ think differently about a recurring problem. The catalyst for this work was observation of otherwise competent managers making desperately wrong decisions when good decision making was crucial to their company’s future. The initial choice to ‘look forward’ when designing the research strategy was made well before there was a clear understanding of what was being observed. Given that trajectory, this paper explores the process by which a simulation was created and then used in conjunction with a comparatively new approach to data collection (Explanation looks backwards and design looks forward [1].)

An Empirical Study on Collaborative Architecture Decision Making in Software Teams

Architecture decision making is considered one of the most challenging cognitive tasks in software development. The objective of this study is to explore the state of the practice of architecture decision making in software teams, including the role of the architect and the associated challenges. An exploratory case study was conducted in a large software company in Europe and fifteen software architects were interviewed as the primary method of data collection. The results reveal that the majority of software teams make architecture decisions collaboratively. Especially, the consultative decision- making style is preferred as it helps to make decisions efficiently while taking the opinions of the team members into consideration. It is observed that most of the software architects maintain a close relationship with the software teams. Several organisational, process and human related challenges and their impact on architecture decision-making are also identified

Integrating modes of policy analysis and strategic management practice : requisite elements and dilemmas

There is a need to bring methods to bear on public problems that are inclusive, analytic, and quick. This paper describes the efforts of three pairs of academics working from three different though complementary theoretical foundations and intervention backgrounds (i.e., ways of working) who set out together to meet this challenge. Each of the three pairs had conducted dozens of interventions that had been regarded as successful or very successful by the client groups in dealing with complex policy and strategic problems. One approach focused on leadership issues and stakeholders, another on negotiating competitive strategic intent with attention to stakeholder responses, and the third on analysis of feedback ramifications in developing policies. This paper describes the 10 year longitudinal research project designed to address the above challenge. The important outcomes are reported: the requisite elements of a general integrated approach and the enduring puzzles and tensions that arose from seeking to design a wide-ranging multi-method approach

Promoting activity, independence and stability in early dementia and mild cognitive impairment (PrAISED): development of an intervention for people with mild cognitive impairment and dementia

This series of articles for rehabilitation in practice aims to cover a knowledge element of the rehabilitation medicine curriculum. Nevertheless, they are intended to be of interest to a multidisciplinary audience. The competency addressed in this article is an understanding of how to develop an intervention for people with mild cognitive impairment and dementia to promote their independence, stability, and physical activit

Negotiation in strategy making teams : group support systems and the process of cognitive change

This paper reports on the use of a Group Support System (GSS) to explore at a micro level some of the processes manifested when a group is negotiating strategy-processes of social and psychological negotiation. It is based on data from a series of interventions with senior management teams of three operating companies comprising a multi-national organization, and with a joint meeting subsequently involving all of the previous participants. The meetings were concerned with negotiating a new strategy for the global organization. The research involved the analysis of detailed time series data logs that exist as a result of using a GSS that is a reflection of cognitive theory

Development and Validation of the Behavioral Tendencies Questionnaire

At a fundamental level, taxonomy of behavior and behavioral tendencies can be described in terms of approach, avoid, or equivocate (i.e., neither approach nor avoid). While there are numerous theories of personality, temperament, and character, few seem to take advantage of parsimonious taxonomy. The present study sought to implement this taxonomy by creating a questionnaire based on a categorization of behavioral temperaments/tendencies first identified in Buddhist accounts over fifteen hundred years ago. Items were developed using historical and contemporary texts of the behavioral temperaments, described as “Greedy/Faithful”, “Aversive/Discerning”, and “Deluded/Speculative”. To both maintain this categorical typology and benefit from the advantageous properties of forced-choice response format (e.g., reduction of response biases), binary pairwise preferences for items were modeled using Latent Class Analysis (LCA). One sample (n1 = 394) was used to estimate the item parameters, and the second sample (n2 = 504) was used to classify the participants using the established parameters and cross-validate the classification against multiple other measures. The cross-validated measure exhibited good nomothetic span (construct-consistent relationships with related measures) that seemed to corroborate the ideas present in the original Buddhist source documents. The final 13-block questionnaire created from the best performing items (the Behavioral Tendencies Questionnaire or BTQ) is a psychometrically valid questionnaire that is historically consistent, based in behavioral tendencies, and promises practical and clinical utility particularly in settings that teach and study meditation practices such as Mindfulness Based Stress Reduction (MBSR)

'Getting people on board': Discursive leadership for consensus building in team meetings

Meetings are increasingly seen as sites where organizing and strategic change take place, but the role of specific discursive strategies and related linguistic-pragmatic and argumentative devices, employed by meeting chairs, is little understood. The purpose of this article is to address the range of behaviours of chairs in business organizations by comparing strategies employed by the same chief executive officer (CEO) in two key meeting genres: regular management team meetings and ‘away-days’. While drawing on research from organization studies on the role of leadership in meetings and studies of language in the workplace from (socio)linguistics and discourse studies, we abductively identified five salient discursive strategies which meeting chairs employ in driving decision making: (1) Bonding; (2) Encouraging; (3) Directing; (4) Modulating; and (5) Re/Committing. We investigate the leadership styles of the CEO in both meeting genres via a multi-level approach using empirical data drawn from meetings of a single management team in a multinational defence corporation. Our key findings are, first, that the chair of the meetings (and leading manager) influences the outcome of the meetings in both negative and positive ways, through the choice of discursive strategies. Second, it becomes apparent that the specific context and related meeting genre mediate participation and the ability of the chair to control interactions within the team. Third, a more hierarchical authoritarian or a more interpersonal egalitarian leadership style can be identified via specific combinations of these five discursive strategies. The article concludes that the egalitarian leadership style increases the likelihood of achieving a durable consensus. Several related avenues for research are outlined

Brexit and the everyday politics of emotion: methodological lessons from history

The 2016 European Union referendum campaign has been depicted as a battle between ‘heads’ and ‘hearts’, reason and emotion. Voters’ propensity to trust their feelings over expert knowledge has sparked debate about the future of democratic politics in what is increasingly believed to be an ‘age of emotion’. In this article, we argue that we can learn from the ways that historians have approached the study of emotions and everyday politics to help us make sense of this present moment. Drawing on William Reddy’s concept of ‘emotional regimes’, we analyse the position of emotion in qualitative, ‘everyday narratives’ about the 2016 European Union referendum. Using new evidence from the Mass Observation Archive, we argue that while reason and emotion are inextricable facets of political decision-making, citizens themselves understand the two processes as distinct and competing