组织行为学：群体决策

组织行为学：群体决策The belief—characterized by juries—that two heads are better than one has long been accepted as a basic component of North American and many other countries’legal systems. The belief has expanded to the point that, today, many decisions in organizations are made by groups, teams, or committees.在工作群体内是采用个人决策还群体决策，主要取决于问题的性质。

Advantage of GroupsIndividual and group decisions each have their own set of strengths. Neither is ideal for all situations. The following identifies the major advantages that groups offer over individuals in the making of decisions:1.More complete information and knowledge2.Increased diversity of views3.Increased acceptance of a solution4.Increased legitimacyNorth American and many other capitalistic societies value democratic methods.The group decision making process is consistent with democratic ideals and, therefore, may be perceived as being more legitimate than decisions made by a single person.When an individual decision maker fails to consult with others before making a decision, the decision maker’s complete power can create the perception that the decision was made autocratically and arbitrarily.Disadvantages of Groups1.Time consuming2.Pressures to conformAs noted previously, there are social pressures in groups. The desire by group members to be accepted and considered an asset to the group can result in squashing any overt disagreement, thus encouraging conformity among viewpoints.3.Domination by the fewGroup discussion c an be dominated by the one or a few members. If this dominant coalition is composed of low- and medium-ability members, the group’s overall effectiveness will suffer.4.Ambiguous responsibilityGroup members share responsibility, but who is actually accountable for the final outcome? In an individual decision, it is clear who is responsible. In a group decision, the responsibility of any single member is watered down.Effectiveness and efficiency: whether groups are more effective than individuals depends on the criteria you use for defining effectiveness. In terms of accuracy, group decisions tend to be more accurate. The evidence indicates that, on the average, groups make better quality decisions than individuals. However, if decision effectiveness is defined in terms of speed, individuals are superior. But effectiveness cannot be considered without also assessing efficiency. Groups are generally less efficient than individuals. In deciding whether to use groups, then, consideration should be given to assessing whether increases in effectiveness are more than enough to offset the losses in efficiency.SummaryGroups offer an excellent vehicle for performing many of the steps in the decision-making process. They are a source of both breadth and depth of input for information gathering. If the group is composed of individuals with diversebackgrounds, the alternatives generated should be more extensive and the analysis more critical. When the final solution is agreed on, there are more people in a group decision to support and implement it. These pluses, however, can be more than offset by the time consumed by group decisions, the internal conflicts they create, and the pressures they generate toward conformity.GroupshiftGroupshift can be viewed as actually a special case of groupthink. The decision of the group reflects the dominant decision-making norm that develops during the group’s discussion. Whether the shift in the group’s decision is toward greater caution or more risk depends on the dominant prediscussion norm.GroupthinkWe have all seen the symptoms of the groupthink phenomenon:(1)Group members rationalize any resistance to the assumptions they have made. Nomatter how strongly the evidence may contradict their basic assumptions, members behave so as to reinforce those assumptions continually(2)Members apply direct pressures on those who momentarily express doubts aboutany of the group’s shared views or who question the validity of arguments supporting the alternative favored by the majority(3)Those members who have doubts or hold differing points of view seek to avoiddeviating from what appears to be group consensus by keeping silent about misgivings and even minimizing to themselves the importance of their doubts (4)There appears to be an illusion of unanimity. If someone doesn’t speak, it’s assumedhe is in full accord. In other words, abstention becomes viewed as a “Yes” vote.1.参与的程度（弗隆——耶顿模型）弗隆和耶顿主张，成员们参与群体决策的恰当程度应取决于所决定的问题的类型。