Corporate Newsletter - Social Influences; Group Judgements and Decisions

In recent months, the management team of this organization has been working tirelessly to diminish biases among group members and to establish a proposal focusing on the elimination of in-store employee theft. This criminal activity associated with inventory shrinkage and major revenue loss has proved to be a detriment to our company, but thankfully, is now in the process of being reversed. The success of our proposal resulted from the dynamics of an open discussion format in our group setting and the determination of each member to make the necessary modifications and improvements for this company. In the following article, I will review and discuss the systematic procedure of decision-making utilized by each member and the obstacles encountered so that others involved in management can replicate the knowledge and experiences acquired throughout this process.

The panel successfully achieved a consensus decision by unofficially appointing a permissive leader and by relying on the positive effects of conformity. The leader encouraged each subordinate to take part in decision-making, giving him or her a considerable degree of autonomy in completing routine work activities. Once key components were decided upon, group members proceeded to conform to those judgments in order to begin the experimental phase of action. Individuals were given a deadline to present their contributions for the project, which allowed the opportunity of complete participation, as well as emphasizing the importance of discipline among management.

The required process for group decision-making noticeably and significantly differs from the format of individual decision-making. Many individuals can be relatively ineffective or incorrect when attempting to form a decision. They may become victims of common traps such as overconfidence, self-fulfilling prophecies, and behavioral traps. They are also vulnerable to satisficing, attribution theory, and other biases experienced regularly. However, when participating with peers, many become more effective and efficient. There are greater percentages of correct answers, and most members enjoy the positive atmosphere and camaraderie experienced within the group setting.

Although group interaction allows for a more dynamic outcome, there are still many biases associated with this system of decision-making. While avoiding many of these unnecessary biases, such as groupthink and group polarization, our management team unfortunately fell victim to others. To deter the effects of biased judgments, many members privately discussed