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The Agreement Of All Team Members On Decisions Is Called What

If your team can easily access common knowledge, anyone in your business can work more productively. The effects of group polarization are stronger when group members have a high social identity (Abrams, Wetherell, Cochrane, Hogg, 1990; Hogg, Turner, Davidson, 1990; Mackie, 1986). Diane Mackie (1986) had participants listen to three people who were discussing a topic, supposedly so that they could familiarize themselves with the subject to help them make their own decisions. However, the people they listened to were identified as members of a group they would join at the next experimental meeting, members of a group they did not expect, or people who were not a group at all. Mackie found that the standards perceived by the (future) group were considered more extreme than those of the other group or individuals, and that participants were more in tune with the group`s arguments. This awareness supports the idea that group standards are perceived as more extreme for groups that people identify with (in this case because they expected to be associated with them in the future). And another Mackie experiment (1986) also supported the prediction of social identity that the existence of a rival outgroup reinforces polarization, while group members try to differentiate themselves from the other group by adopting more extreme positions. Factors that influence the behaviour of other social groups also affect group decisions. For example, high-cohesion groups, combined with other conditions mentioned above (for example. B, ideological homogeneity and isolation of divergent opinions), were reported as negative to group decision and thus to group effectiveness.

[5] In addition, decisions made by individuals within a group tend to show a tendency to discuss common information (i.e. biased information) as opposed to unre-shared information. In a demonstration of the bias of shared information, Stasser and Titus (1985) used an experimental design based on abandoning the hidden profile, as shown in Table 10.1. Students read descriptions of two candidates in a hypothetical presidential election, then met in groups to discuss and select the best candidate. Candidate information was ordered so that one candidate (candidate A) had overall more positive qualities than the other (candidate B). With respect to this superiority, members of the groups where all members received all information about the two candidates elected candidate A 83% of the period following their discussion. The group`s polarization has also been observed in important real-world contexts, including financial decision-making on corporate boards (Cheng-Chiou, 2008); Zhu, 2010).

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