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Shared Information Bias
Shared information bias (also known as the collective information sampling bias, or common-information bias) is known as the tendency for group members to spend more time and energy discussing information that all members are already familiar with (i.e., shared information), and less time and energy discussing information that only some members are aware of (i.e., unshared information).Forsyth, D. R. (2009). ''Group dynamics'' (5th ed.). Pacific Grove, CA: Brooks/Cole. Harmful consequences related to poor decision-making can arise when the group does not have access to unshared information ( hidden profiles) in order to make a well-informed decision. Causes Although discussing unshared information may be enlightening, groups are often motivated to discuss shared information in order to reach group consensus on some course of action. According to Postmes, Spears, and Cihangir (2001), when group members are motivated by a desire to reach closure (e.g., a desire imposed by time con ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Hidden Profiles
A hidden profile is a paradigm that occurs in the process of group decision making. It is found in a situation when part of some information is shared among group members (i.e. all members possess this information prior to discussion), whereas other pieces of information are unshared (i.e. information known to only one member prior to discussion). Furthermore, shared information and unshared information have different decisional implications, and the alternative implied by the unshared information is the correct one given all information available to the group. However, no group member can detect this best solution on the basis of her or his individual information prior to discussion; it can only be found by pooling the unshared information during group discussion. This topic is one of many topics studied in social psychology. History In 1981 two researchers, Garold Stasser and William Titus, set out to challenge strongly-held beliefs about group decision making. The researchers ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Consensus Decision-making
Consensus decision-making or consensus process (often abbreviated to ''consensus'') are group decision-making processes in which participants develop and decide on proposals with the aim, or requirement, of acceptance by all. The focus on establishing agreement of at least the majority or the supermajority and avoiding unproductive opinion differentiates consensus from unanimity, which requires all participants to support a decision. Origin and meaning of terms The word ''consensus'' is Latin meaning "agreement, accord", derived from ''consentire'' meaning "feel together". Broadly, ''consensus'' relates to a generally accepted opinion, but in the context of this article refers to the process ''and'' the outcome of consensus decision-making (e.g. "to decide ''by'' consensus" and "''a'' consensus was reached"). History Consensus decision-making, as a self-described practice, originates from several nonviolent, direct action groups that were active in the Civil rights, Pe ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Closure (psychology)
Closure or need for closure (NFC), used interchangeably with need for cognitive closure (NFCC), are social psychological terms that describe an individual's desire for a clear, firm answer to a question and an aversion toward ambiguity. The term "need" denotes a motivated tendency to seek out information. The need for closure is the motivation to find an answer to an ambiguous situation. This motivation is enhanced by the perceived benefits of obtaining closure, such as the increased ability to predict the world and a stronger basis for action. This motivation is also enhanced by the perceived costs of lacking closure, such as dealing with uncertainty. A sense of closure is not usually possible with ambiguous loss, such as a missing person, and the hoped-for benefits, such as a sense of relief after the death of a person who inflicted harm, are not necessarily obtained. Because of this mismatch between what individuals hope will happen if they achieve closure and what they act ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Maslow's Hierarchy Of Needs
Maslow's hierarchy of needs is an idea in psychology proposed by American psychologist Abraham Maslow in his 1943 paper "A Theory of Human Motivation" in the journal '' Psychological Review''. Maslow subsequently extended the idea to include his observations of humans' innate curiosity. His theories parallel many other theories of human developmental psychology, some of which focus on describing the stages of growth in humans. The theory is a classification system intended to reflect the universal needs of society as its base, then proceeding to more acquired emotions. The hierarchy of needs is split between deficiency needs and growth needs, with two key themes involved within the theory being individualism and the prioritization of needs. While the theory is usually shown as a pyramid in illustrations, Maslow himself never created a pyramid to represent the hierarchy of needs. The hierarchy of needs is a psychological idea and also an assessment tool, particularly in education, ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Reputation
The reputation of a social entity (a person, a social group, an organization, or a place) is an opinion about that entity typically as a result of social evaluation on a set of criteria, such as behavior or performance. Reputation is a ubiquitous, spontaneous, and highly efficient mechanism of social control. It is a subject of study in social, management, and technological sciences. Its influence ranges from competitive settings, like markets, to cooperative ones, like firms, organizations, institutions and communities. Furthermore, reputation acts on different levels of agency, individual and supra-individual. At the supra-individual level, it concerns groups, communities, collectives and abstract social entities (such as firms, corporations, organizations, countries, cultures and even civilizations). It affects phenomena of different scales, from everyday life to relationships between nations. Reputation is a fundamental instrument of social order, based upon distributed, spon ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Group Decision Support Systems
A decision support system (DSS) is an information system that supports business or organizational decision-making activities. DSSs serve the management, operations and planning levels of an organization (usually mid and higher management) and help people make decisions about problems that may be rapidly changing and not easily specified in advance—i.e. unstructured and semi-structured decision problems. Decision support systems can be either fully computerized or human-powered, or a combination of both. While academics have perceived DSS as a tool to support decision making processes, DSS users see DSS as a tool to facilitate organizational processes. Some authors have extended the definition of DSS to include any system that might support decision making and some DSS include a decision-making software component; Sprague (1980)Sprague, R;(1980).A Framework for the Development of Decision Support Systems" MIS Quarterly. Vol. 4, No. 4, pp.1-25. defines a properly termed DSS a ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Group Decision-making
Group decision-making (also known as collaborative decision-making or collective decision-making) is a situation faced when individuals collectively make a choice from the alternatives before them. The decision is then no longer attributable to any single individual who is a member of the group. This is because all the individuals and social group processes such as social influence contribute to the outcome. The decisions made by groups are often different from those made by individuals. In workplace settings, collaborative decision-making is one of the most successful models to generate buy-in from other stakeholders, build consensus, and encourage creativity. According to the idea of synergy, decisions made collectively also tend to be more effective than decisions made by a single individual. In this vein, certain collaborative arrangements have the potential to generate better net performance outcomes than individuals acting on their own. Under normal everyday conditions, colla ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
