Real-world decisions are often made in a social context. Physicians and financial advisors make decisions in consultation with their clients. Spouses collaborate to make an array of household decisions. In general work settings, decisions are almost always being made by a team, committee, or group.
Decisions made by groups can be influenced by diverse perspectives, information, and expertise. Past work has demonstrated that such diversity can improve the quality of the resulting decisions (e.g., the wisdom of crowds). However, research has also demonstrated that interaction (e.g., discussion among the group members) can hurt the quality of group decisions (e.g., group polarization). When and why groups produce these contrasting outcomes is the subject of ongoing research.
This special issue addresses group decision-making, including questions such as: What factors influence the quality of group decisions? How are the capabilities of groups and their constituent members related? How do group members' individual differences influence the quality, speed, confidence, and other characteristics of group decisions? How and when is knowledge and information distributed among group members combined when groups make decisions? Can the performance of a given group be predicted ahead of time?
- Christian C. Luhmann
- Lael J. Schooler
This collection of articles has not been sponsored and articles have undergone the journal’s standard peer-review process. The Guest Editors declare no competing interests.