Improving group decisions by better pooling information: a comparative advantage of group decision support systems

This study compared a group decision support system (GDSS) with face-to-face (FTF) group discussion on characteristics of information exchange and decision quality. Participants given conflicting information tended to share more of their unique data and engaged in more critical argumentation when using the GDSS than when meeting FTF. Conversely, when information was consistent among members, there were no such differences between FTF and GDSS groups. The GDSS groups significantly outperformed the FTF groups in agreeing on the superior hidden profile candidate, especially when there was a lack of prediscussion consensus. Individual-level analyses revealed that members of GDSS groups that did not have a prediscussion consensus tended to experience stronger preference shifts toward the group's consensus decision.     

Creative Problem Solving in Small Groups: The Effects of Creativity Training on Idea Generation,Solution Creativity,and Leadership Effectiveness

This investigation evaluated the degree to which creativity training, idea generation instruction, and creative process impacted idea production, creativeness of solutions, and leadership effectiveness. Three sets of hypotheses were tested with a 114 groups of adults. First, groups whose members had some (i.e., one CPS course) or advanced training (i.e., graduate-level study in creativity or creativity professionals) were significantly more effective at idea generation than groups without training. Furthermore, leaders with some and advanced training were perceived to be significantly more effective than those with no creativity training. With respect to creativeness of solutions, the advanced training groups outperformed all others. The second set of hypotheses focused on the effectiveness of idea generation instruction (i.e., instructions without brainstorming, brainstorming, and brainstorming with criticism). Analysis revealed no significant difference for idea generation instruction relative to idea production or creativeness of solutions. The final set of hypotheses examined the use of a simple process structure for groups without prior creativity training (i.e., distinct phases for idea generation and solution development). Analysis revealed that those meetings that followed a simple process structure out performed groups that did not follow a process for both idea generation and creativeness of solutions. Further results are presented and implications discussed.     

Decision Development in Computer-Assisted Group Decision Making

New computer technologies to aid group communication and decision making are becoming increasingly widespread. This study analyzes how one such technology, a group decision support system (GDSS), affected how group decisions developed over time. The study contrasted decision paths in groups using the GDSS with groups using the same procedural structures incorporated in the GDSS manually and with groups using no procedural structures. A flexible phase mapping method was employed to map group decision paths. The resulting set of seven decision paths varied in both sequence and number of decision phases. An optimal matching procedure was used to compute similarity measures among the 40 paths, and cluster analysis and multidimensional scaling were used to generate an empirical taxonomy of decision paths. Results indicated that the nature of decision paths varied both across the three conditions and within conditions. The decision path types were also related to three outcome variables: consensus change, perceived decision quality, and decision scheme satisfaction. Results indicated that those decision paths that most resembled logical normative sequences had superior outcomes to those that did not.     

Re‐Operationalizing Established Groups in Brainstorming: Validating Osborn's Claims

Since the introduction of brainstorming as an idea‐generation technique to address organizational problems, researchers have struggled to replicate some of the claims around the technique. One major concern has been the differences in the number of ideas generated between established groups as found in industry versus the non‐established groups used in the laboratory. The impact of group establishment on idea quality has also been an area of interest. This study addresses these issues by using a more in‐depth induction to establish groups and testing some discrepancies in the relationship between idea quality and idea quantity using 42 three‐person brainstorming groups. Results indicate that brainstorming groups, given an adequate amount of time (10 weeks) to become established, did generate more ideas and higher quality ideas than non‐established groups. Also, a relationship between idea quality and idea quantity was found. Further discussion of results and implications follows.     

Productivity is not enough: A comparison of interactive and nominal brainstorming groups on idea generation and selection

The conclusion that nominal brainstorming groups outperform interactive brainstorming groups has been exclusively based on studies of idea generation. This study tested whether the productivity advantage of nominal groups would also result in better idea selection. Nominal and interactive groups performed a task that involved idea generation and selection. Idea generation and selection were strictly separated for half the groups, but were combined for the other half. Nominal groups generated more ideas than interactive groups, and the ideas generated by nominal groups were more original and less feasible than the ideas generated by interactive groups. However, there were no differences among conditions in quality of the selected ideas. Further, idea selection was not significantly better than chance. This suggests that high productivity in brainstorming is not sufficient to lead to better solutions.     

Production blocking and idea generation: Does blocking interfere with cognitive processes?

Production blocking (group members must take turns expressing their ideas) is an important cause of productivity loss in brainstorming groups. However, it is not yet clear why production blocking has this detrimental effect. We hypothesized that delays between the generation and articulation of ideas, arising when group members wait for their turns, interfere with the cognitive process of generating ideas. In three experiments, production blocking was simulated for individuals working at computer terminals. Production blocking interfered with idea generation in two ways. First, it disrupted the organization of idea generation when delays were relatively long. Second, it reduced the flexibility of idea generation when delays were unpredictable. Implications for group information processing are discussed.     

Leadership Style,Anonymity, and Creativity in Group Decision Support Systems: The Mediating Role of Optimal Flow

ABSTRACT Prior research indicates that flow, a psychological state characterized by concentration, enjoyment, and intrinsic motivation, may be linked to creativity of individuals participating in computer-mediated meetings. A laboratory experiment was conducted to evaluate the effects of leadership style (transactional contingent reward and transformational) and anonymity level (identified and anonymous) on flow and creativity of 159 undergraduate students working in groups performing a creativity task using a Group Decision Support System (GDSS). Results demonstrated that flow mediated effects of leadership on creativity in a GDSS context, and its role may be moderated by anonymity. Results also indicated that both flow and anonymity were required for enhancing creativity in a GDSS context. Implications for practice and research are discussed.     

团体决策支持系统和团体讨论对团体决策的影响

通过模拟实验的方法,探讨了团体决策支持系统（GDSS）和团体讨论对团体决策的影响。以大学生为被试,运用小组决策任务,对小组决策过程进行了研究。实验记录了在有无GDSS的支持和有无团体讨论两个变量所决定的4种实验条件下,小组决策取得结果的正确性和组内的一致性。用ANOVA方法分析了4种条件下的实验结果,发现GDSS能提高团体决策的正确性,而团体讨论将有助于成员做出一个正确的、一致的决策     

The Mediating Role of Creative Process Engagement in the Relationship between Shyness and Self‐Rated Creativity

Shyness has been found to have a negative impact on creativity. However, little attention has been given to the underlying process of the relationship between shyness and creativity. On the basis of literature, we hypothesize that shyness has an indirect impact on creativity through creative process engagement. Two studies were conducted on undergraduate students (Study 1) and working adults (Study 2) to test the hypothetical relationship. Analysis on participants self‐report showed that shyness was negatively associated with self‐reported creativity as well as creative process engagement. There was a positive relationship between creative process engagement and creativity. More importantly, mediation analysis supported that shyness was indirectly linked to creativity via creative process engagement. Specifically, shy people are found to be less involved in creativity‐relevant processes such as information searching and idea generation. The low level of creative process engagement, in turn, hinders their creativity. The findings not only lend support to the detrimental effect of shyness on creativity but also shed light on the underlying mechanism of the relationship.     

Toward More Creative and Innovative Group Idea Generation: A Cognitive-Social-Motivational Perspective of Brainstorming

In many meetings and work sessions, group members exchange ideas in order to come up with novel, creative solutions for problems and to generate ideas for future innovations. This type of group idea generation or brainstorming process has been studied in detail, and we have discovered much about the cognitive and social processes that underlie group idea generation. It appears that the brainstorming performance of groups is often hindered by various social and cognitive influences, but under the appropriate conditions, group idea exchange can be quite effective. In this article, we summarize the present state of knowledge, point out some significant gaps in our knowledge, and suggest a cognitive-social-motivational perspective to integrate the major findings and to guide future research in the area of group creativity and group idea generation.     

When Problems Lead to Ideas: The Roles of Daily Vigor and Social Interactions

In this study, we investigate idea generation by conducting a diary study. We hypothesized that idea generation depends on problem identification, and that this relation is moderated by two factors: (a) the number of social interactions an individual has with “non‐redundant” network connections, and (b) an individual's level of vigor. The hypotheses were tested by making use of a diary study among 31 employees of a Dutch applied university over a period of 2 weeks. Results showed that idea generation results from the identification of problems that require new ideas to solve them. An individual's number of social interactions and the level of redundancy of these social interactions moderated this relation. The level of vigor of an individual did not predict idea generation, but results suggest that vigor is needed for interacting with others. Furthermore, this study contributes to the creativity research using a new approach to look at the effects of social interactions by relating them to the overall structure of social networks.     

Idea Generation in Computer-Based Groups: A New Ending to an Old Story

Previous research on brainstorming and related idea-generating techniques has generally found interacting groups to produce fewer ideas than equivalent numbers of individuals working alone whose ideas are later pooled (i.e., nominal groups). In this paper we report four experiments. The first three contrast groups of various sizes using a computer-based idea generation system to equivalently sized nominal groups. The results of these experiments were consistent; large groups using a computer-based idea generation system outperformed equivalent nominal groups in idea-generating tasks. A fourth experiment is then reported which tests the primary hypothesis as to why groups using the computer-based idea generation system outperformed nominal groups. This study concluded that the elimination of production blocking in the computer-based groups (a problem common in groups that communicate verbally where only one member of the group can speak at a time) accounts for a significant portion of the enhanced productivity for the computer-based groups.     

Brainstorming,Brainstorming Rules and Decision Making

This study investigated the effect of brainstorming experience on the ability of groups to subsequently select the best ideas for implementation. Participants generated ideas either alone or in interactive groups and with either the regular brainstorming rules or with additional rules designed to further increase the number of ideas generated. All participants subsequently were asked to select their top five ideas in a group evaluation phase. Groups of individuals generating ideas in isolation (nominal groups) generated more ideas and more original ideas and were more likely to select original ideas during the group decision phase than interactive group brainstormers. Additional rules increased idea generation but not idea originality or idea selection.     

Job Design and the Employee Innovation Process: The Mediating Role of Learning Strategies

Purpose

The purpose of this article is to examine whether employee learning strategies is a mechanism through which job design affects the employee innovation process. In particular, we test whether work-based learning strategies mediate the relationship between job design characteristics (job control and problem demand) and key components of the innovation process (idea generation, idea promotion, and idea implementation).

Design/Methodology/Approach

Data were collected from a survey of 327 employees in a UK manufacturing organization.

Findings

Structural equation modeling confirmed the mediating role of learning strategies in the relationship between job design and idea generation. The effects of job control on idea generation were mediated by work-based learning strategies and the effects of problem demand on idea generation were partially mediated by work-based learning strategies. Problem demand also had a direct relationship with idea generation and idea promotion. The findings provide support for the general idea that learning is a mechanism thorough which job design affects outcomes.

Implications

The results of the study show practitioners that creating jobs with high control or high problem demand can help to promote the employee innovation process; and that this is partly due to the role that such jobs play in stimulating the use of learning strategies at work.

Originality/Value

This article develops and tests a new theoretical model that explains how learning is a route through which job design influences employee innovation.     

Building on the ideas of others: An examination of the idea combination process

Two experiments were conducted to explore the process of building on ideas in brainstorming. Although this is presumed to be an important role of brainstorming, this has never been explored experimentally. In one experiment individual and group brainstormers generated ideas which were subsequently presented to these same individuals and groups to combine and build on for additional ideas, either as groups or individuals. The combination process was influenced by whether the participants had previously brainstormed alone or in groups and the phase of the combination period (early vs. late). In a second study participants were presented lists of rare or common ideas to combine and build on either as individuals or groups. Although groups generated fewer combinations than nominal groups, they generated more novel and feasible combinations when combining rare ideas. These findings indicate that groups are able to benefit from the exchange process in building on each other's ideas and are interpreted in the context of past research on idea generation and evaluation in groups.     

Microlevel Structuration in Computer-Supported Group Decision Making

The theory of Structuration focuses on how actions by members of social collectives create the structures that enable and constrain future action. Most previous research on Structuration in groups and organizations used qualitative case studies because Structuration is quite complex. This study introduces a method for the study of Structuration in larger samples of groups or organizations. A category system for the identification of structuring moves is described, along with several methods for characterizing short- and long-term trends in Structuration processes. The method is used to study how groups incorporate a computerized group decision support system (GDSS) into their decision processes. GDSSs are part of a class of new computer and communication technologies designed to help groups improve their meetings and make better decisions. Because GDSSs must be used by a group rather than an individual, social processes are critical in determining their effects on group outcomes. GDSSs influence groups by structuring their activities, and structurational processes are critical mediators of the impacts of GDSSs on group decision making. The study focused on the effects of restrictiveness of GDSS technology on Structuration processes and, in turn, on the relation of Structuration to a key group outcome, consensus change. The results suggest that two major types of structuring processes occur in computer-supported groups and that the nature of structuration is related to degree of consensus change.     

Close Associations and Memory in Brainwriting Groups

The present experiment examined whether or not the type of associations (close (e.g. apple‐pear) and distant (e.g. apple‐fish) word associations) and memory instruction (paying attention to the ideas of others) had effects on the idea generation performances in the brainwriting paradigm in which all participants shared their ideas by using paper slips (Paulus & Yang, 2000). All participants were randomly subjected to exercising on either close or distant word associations ten minutes before the brainstorming session started. The findings showed that exercising on the close associations prior to the brainstorming session led to the generation of more unique ideas, category scanning, and depth of ideas than exercising on the distant ones in a subsequent brainstorming task. Memory instruction led to the generation of fewer ideas than no memory instruction. These findings were discussed from the aspect of the associative memory approach and cognitive stimulation approaches.     

Putting Communication into the Study of Group Memory

In the spirit of viewing human memory as a social process, Pavitt (2003) revisited the idea of group memory—recollection of information that occurs collaboratively in groups. This paper outlines and supports Pavitt's 5 major points about group remembering: (a) groups outperform individuals, (b) communication allows the group to know all knowledge of its members, (c) groups do not perform as well as a rational model predicts, (d) process losses increase as group size increases, and (e) group interaction does not guarantee optimal performance. The research on which these conclusions are based examines group memory in a simple input‐output function. Communication scholars may extend the group memory literature by studying the structure and content of discussion during collective remembering.     

Theoretical Frameworks for the Study of Structuring Processes in Group Decision Support Systems

Most theoretical perspectives used to explain the use and effects of communication and decision support technologies assume some form of technological determinism. Inconsistencies in the research findings have prompted theorists to reject the assumptions of technological determinism in favor of an emergent perspective. To date, only adaptive Structuration theory (AST) offers the promise of satisfying two requirements for explanation based on an emergent perspective: recursivity and unique effects. The current article reviews the application of AST to the study of a relatively recent technology in the work place—group decision support systems (GDSS). Next it discusses AST's challenge to capture, dynamically and precisely, GDSS processes and outcomes. In response to these concerns, self-organizing systems theory (SOST) is reviewed and applied to problematic areas in GDSS research with the aim of advancing AST.     

Beyond Brainstorming: Effects of Different Group Procedures on Selection of Ideas and Satisfaction with the Process

Although previous research indicates that nominal groups generally outperform interactive groups at brainstorming tasks, companies still favor group interaction because of its presumed benefits beyond the brainstorming task. This study assesses the effectiveness of both types of groups in two domains that follow idea generation: selection of ideas and satisfaction with the process. Results indicate no superiority of interactive over nominal groups in these two domains. In addition, this study compares group effectiveness for groups selecting from their own sets of ideas and groups selecting ideas generated by another group.