Separating the confident from the correct: Leveraging member knowledge in groups to improve decision making and performance

Bryan L. Bonner and Alexander R. Bolinger

Organizational Behavior and Human Decision Processes, 2013, vol. 122, issue 2, 214-221

Abstract: Groups often struggle to distinguish expert members from others who stand out for various reasons but may not be particularly knowledgeable (Littlepage & Mueller, 1997). We examined an intervention designed to improve group decision making and performance through instructing group members to search for information they already possessed that was relevant to a problem. Participants estimated values and expressed their confidence in their estimates individually and then a second time either individually or in a group. This was done with or without the intervention. Results indicated that: (1) groups were more confident than, and out-performed, individuals, (2) group decision making was best captured by models predicting more influence for more accurate members when the intervention was used and more influence for more confident members in its absence, and (3) groups that received the intervention out-performed groups that did not.

Keywords: Confidence; Expertise; Extroversion; Group decision making; Group performance; Shared cognition; Shared mental model; Transfer of learning (search for similar items in EconPapers)
Date: 2013
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Citations: View citations in EconPapers (2)

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Persistent link: https://EconPapers.repec.org/RePEc:eee:jobhdp:v:122:y:2013:i:2:p:214-221

DOI: 10.1016/j.obhdp.2013.07.005

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