Group Decision-Making from an Evolutionary/Adaptationist Perspective

Over the 20 years that Group Processes & Intergroup Relations has been in existence, evolutionary theory has begun to play a larger role in our understanding of human social behavior. Theory and research on group decision-making is no exception and the present paper attempts to briefly highlight how an evolutionary/adaptationist perspective has informed our understanding of how groups reach consensus and make collective choices. In addition, we attempt to show that humans are not the only species that use group processes to make important choices. Looking for similarities and continuities among research domains with different species should lead to a more unified and informed understanding of group decision-making processes and outcomes

Learning While Deciding in Groups

Groups are used to make many important societal decisions. Similar to individuals, by paying attention to the information available during the decision processes and the consequences of the decisions, groups can learn from their decisions as well. In addition, group members can learn from each other by exchanging information and being exposed to different perspectives. However, groups make decisions in many different ways and the potential and actual learning that takes place will vary as a function of the manner in which groups reach consensus. This chapter reviews the literature on group decision making with a special emphasis on how and when group decision making leads to learning. We argue that learning is possible in virtually any group decision-making environment, but freely interacting groups create the greatest potential for learning. We also discuss when and why groups may not always take advantage of the learning potential

Decisional and Behavioral Procrastination: How They Relate to Self-Discrepancies

A self-discrepancy is a gap between the perceived real self and other standards like the ideal self. One hundred and eighty-one college students completed a self-report measure of self-discrepancies and decisional and behavioral procrastination. Regression analysis showed that overall dysfunctional procrastination (the composite measure of both kinds of procrastination) significantly varied as a function of self-discrepancies. The amount of variance explained was small. Those scoring high in self-discrepancies were more likely to be dysfunctional procrastinators than those scoring low. The discrepancy between the actual-self and the ought-to self was the strongest predictor of dysfunctional procrastination. When decisional and behavioral procrastination were analyzed separately, only decisional procrastination significantly varied as a function of self-discrepancies

Deceptive Communication in Group Contexts

Unethical behavior is often viewed as an individual-level phenomenon. However, group membership can influence individuals’ choices to behave ethically or not (Messick, 2006). This chapter discusses whether and when groups will be more likely than individuals to use deception. We focus on three areas of research. The first involves comparing individuals and groups in mixed-motive situations, and the discontinuity between individual and group responses to economic games: individuals tend to cooperate while groups tend to compete (Wildschut, Pinter, Veva, Insko, & Schopler, 2003). In terms of deception, this is interesting as both individuals and groups initially cooperate. We discuss explanations for groups’ unethical tendencies and their relation to why groups use deception. Second, we focus on general differences between individual and group deception. Deception can be beneficial when negotiating, and groups tend to use deception to their benefit (Cohen, Gunia, Kim-Jun, & Murnighan, 2009; Sutter, 2009). Finally, we discuss explanations for these effects and provide a framework for understanding when and why groups use deception

Learning While Deciding in Groups

Groups are used to make many important societal decisions. Similar to individuals, by paying attention to the information available during the decision processes and the consequences of the decisions, groups can learn from their decisions as well. In addition, group members can learn from each other by exchanging information and being exposed to different perspectives. However, groups make decisions in many different ways and the potential and actual learning that takes place will vary as a function of the manner in which groups reach consensus. This chapter reviews the literature on group decision making with a special emphasis on how and when group decision making leads to learning. We argue that learning is possible in virtually any group decision making environment but freely interacting groups create the greatest potential for learning. We also discuss when and why group may not always take advantage of the learning potential