Decision Making: Research and Theory Challenges for Applied Social Psychology

The potential for contributions by applied social psychology to decision research and theory is explored. Most decisions by groups and individuals are social in origin or impact, suggesting that social psychologists should consider decision making as a relevant topic. Early applied work is considered. Mathematical model approaches are explored. Both are found wanting, especially where we wish to apply our science to complex and multiple uncertain decision problems. Examples of recent relevant research that fit well into an applied social psychological framework are provided, indicating the variety of potential topics for investigations. Finally, the need for encompassing theory is considered. The characteristics of needed theory are discussed.     

Individual Versus Group Decision Making: Social Comparison in Goals for Individual Task Performance

This experiment compares the decisions of individuals and groups on goals for the performance expected from individuals on a problem-solving or an error-checking task. For both tasks, two versions were constructed to reflect low and high levels of task difficulty. Predictions from two different social comparison of abilities approaches were formulated, with the social comparison based on success approach predicting that group goals would be easier than individual goals, while social comparison based on performance predicted the opposite pattern. Consistent with the social comparison based on success predictions, group goals were observed to be significantly less difficult than individual goals for both tasks, both levels of task difficulty, and for both an initial and a second goal-setting occasion. Of particular interest was a finding that the easier group goals reflected group member preferences for easy goals in anticipation of group decision making. It is proposed that social factors such as evaluation apprehension and social comparison may be responsible for the differences observed in group and individual goal decisions, and that social factors may have an important role in a variety of goal-setting situations.     

The Rank-Order Effect in Group Decision Making

Many studies indicate that group discussion candisproportionately reflect information known by all group members,at the expense of information known to only one group member, andthis is associated with suboptimal group decisions (Stasser &Titus, 1985). The present study examined the impact of threeprocedural factors on information sharing and quality of groupdecision: (a) group decision procedure (an instruction to "rankorder the alternatives" vs "choose the best alternative"), (b)information access during group discussion (reliance on memory vscomplete access), and (c) communication technology (computer vsface to face). Three-person groups worked on an investment decisionthat was structured as a hidden-profile task where criticalinformation was distributed unevenly prior to group discussion. Thedata provided support for a rank-order effect: Groups instructedto rank order the alternatives, compared to groups instructed tochoose the best alternative, were more likely to fully consider allof the alternatives, exchange information about unpopularalternatives, and make the best decision. But these effects onlyoccurred in face-to-face groups. In computer-mediated groups, therewas general information suppression and no effect of group decisionprocedure. Access to information during group discussion increaseddiscussion of both unique and common information, in theface-to-face conditions, but had no effect on group decisionquality. Taken together, the data suggest that procedural aspectsof group discussion may help overcome the impact of prediscussionpreferences on information processes and group decision.     

Escalating Commitment in Individual and Group Decision Making: A Prospect Theory Approach

An explanation for escalating commitment based on prospect theory (Kahneman & Tversky, 1979) is extended to the group level of analysis. Hypotheses concerning the likelihood and degree of escalating commitment of individuals and groups were derived from the model and tested using six investment decision scenarios. Subjects responded to decision dilemmas in which substantial funds have been invested in a failing course of action. Subsequent investment would likely exacerbate although it could potentially reverse the situation. Consistent with hypotheses derived from the model, escalating commitment occurred in both individual and group decision making. Group decision making amplified trends apparent at the individual level in terms of the frequency with which escalation occurred and its severity. Although the results are consistent with a prospect-theory-based explanation of escalating commitment at two levels of analysis, support for the self-justification approach was also found. Motives for self-justification, however, do not appear to be a necessary condition for escalation to occur.     

Group Ethical Decision Making Process in Chinese Business: Analysis From Social Decision Scheme and Cultural Perspectives

Literature concerning group ethical decision making in a business setting has traditionally focused on directly comparing group versus individual decisions and then investigating differences. Analysis of the interactive process of group ethical decision making appears sparse. This study addresses the gap by investigating group decision making from a social decision scheme (SDS) perspective in a Chinese cultural setting. A cohort of Chinese accountancy students evaluated ethical business scenarios individually and then in a group context. Group responses could be explained in terms of both the SDS and the Chinese cultural perspective (zhongyong). Specifically, groups did not select the most ethical choice but rather the most moderate of all choices advocated by the majority (zhongyong). These results show the application of SDS theory in a culturally specific (Chinese) environment and note the impact of culturally specific factors (zhongyong) on business decision making. The implications are significant for business. If ethical decisions are entrusted to groups, the impact of culturally specific factors must be fully appreciated in evaluating the final decision.     

The Adaptive Use of Recognition in Group Decision Making

Applying the framework of ecological rationality, the authors studied the adaptivity of group decision making. In detail, they investigated whether groups apply decision strategies conditional on their composition in terms of task‐relevant features. The authors focused on the recognition heuristic, so the task‐relevant features were the validity of the group members' recognition and knowledge, which influenced the potential performance of group strategies. Forty‐three three‐member groups performed an inference task in which they had to infer which of two German companies had the higher market capitalization. Results based on the choice data support the hypothesis that groups adaptively apply the strategy that leads to the highest theoretically achievable performance. Time constraints had no effect on strategy use but did have an effect on the proportions of different types of arguments. Possible mechanisms underlying the adaptive use of recognition in group decision making are discussed.     

Affect Regulation and Decision Making: Risk as a Social Constraint

The social constraints model of affect regulation is applied to decision making involving varying levels of risk in two studies. In Study 1 (N = 46) participants indicated a desire to attenuate both positive and negative induced moods when faced with a high-risk decision but not a low-risk decision. Study 2 (N = 64) provided evidence that attenuated affect helps individuals better identify decision-irrelevant information. Participants who were first made to feel happy or sad and then read a story that was incongruent with their mood were better at identifying decision-irrelevant information than participants who read a story that was congruent with their mood.     

行为决策研究的新取向——基于经验的决策

基于经验的决策是指,在统计概率情境中,个体通过重复选择与反馈获得选项的收益分布信息后进行的决策.基于经验的决策的研究范式主要包括探索-利用范式和探索→利用范式.其暗含的决策人假设是朴素直觉统计学家.其研究关注的主要内容是描述-经验的差异及其原因,以及基于经验的决策内部过程.未来的研究主要从描述-经验差异的原因、描述性决策范式下的结论的重新检验、基于经验的决策的解释模型及其应用研究等方面进行探讨.     

Computer-Mediated Communication and Group Decision Making: A Meta-Analysis

A meta-analysis of research comparing decision making in face-to-face versus computer-mediated communication groups was conducted. Results suggest that computer-mediated communication leads to decreases in group effectiveness, increases in time required to complete tasks and decreases in member satisfaction compared to face-to-face groups. All of the moderators tested (anonymity in the group process, limited versus unlimited time to reach decisions, group size, and task type) were significant for at least one of the dependent variables. The article concludes with cautions about the unbridled rush by organizations to adopt computer-mediated communication as a medium for group decision making and implications of the present findings for theory and research on computer-mediated communication and group decision making.     

The Theory and Practice of Foreign Policy Decision Making

Central to Alex George's work was a concern with the psychology of presidential decision making. Our analysis focuses on George's work at the intersection of leadership psychology and the psychology of judgment in the making of consequential foreign policy decisions, specifically those dealing with issues of war and peace. We begin with a review of the fundamental dilemmas of political decision making, focusing on the various factors that present challenges to leaders seeking to make high-quality decisions. We then move to an analysis of the nature of judgment and the ways in which it both shapes and is shaped by cognitive dynamics and conclude by examining a number of steps designed to help leaders avoid the most damaging blind spots of their own psychologies and cognitive biases.     

多层次团队决策理论及其进展

1 引言随着组织扁平化的发展,分布式专长团队在组织中得到广泛运用。这种团队的特点是:团队包括一个团队领导;成员专长具有差异性和互补性;成员可以来自相同或不同的组织;团队领导作最终决策;衡量决策质量的标准是决策结果的对或错。当前有关群体决策的研究相当多,其特点是群体成员的地位平等,共同分享有关决策问题的知识,决策的主要目标是达成认知一致。因此,传统的群体决策理论不能简单地推广到分布式专长团队中,团队决策需要新的理论支撑。本文介绍其中的多层次团队决策理论及其最新研究进展。     

Decision Making in Vocational Theory: Evolution and Implications

This article examines the evolution of decision making from a position of minor significance to one of primary importance in vocational theory.     

Ethical Decision Making and Research Deception in the Behavioral Sciences: An Application of Social Contract Theory

Despite significant ethical advances in recent years, including professional developments in ethical review and codification, research deception continues to be a pervasive practice and contentious focus of debate in the behavioral sciences. Given the disciplines' generally stated ethical standards regarding the use of deceptive procedures, researchers have little practical guidance as to their ethical acceptability in specific research contexts. We use social contract theory to identify the conditions under which deception may or may not be morally permissible and formulate practical recommendations to guide researchers on the ethical employment of deception in behavioral science research.     

Making a Difference: The Social Ecology of Social Transformation

A multidisciplinary and multilevel framework for social transformation is proposed, encompassing four foundational goals: capacity-building, group empowerment, relational community-building, and culture-challenge. Intervention approaches related to each goal are presented at the setting, geographic community, and societal levels. Four exemplars of social transformation work are then discussed: the Accelerated Schools Project, Meyerhoff Program, ManKind Project, and women's movement. These examples illustrate the synergistic relationship among the four transformational goals, within and across levels of analysis, which is at the heart of the social transformation process. The paper concludes with three challenges to guide our efforts as we enter the new century: (1) to move social transformation to the center of our consciousness as a field; (2) to articulate jointly with allied disciplines, organizations, and citizen groups an encompassing, multidisciplinary, and multilevel framework for social transformation; and (3) to do the above with heart, soul, and humility.     

Attachment Theory as a Framework for Understanding Responses to Social Exclusion

We argue that attachment theory may provide a useful framework for understanding individuals' reactions to social exclusion. Attachment theory suggests that social exclusion should prompt an individual to seek comfort from an accepting attachment figure. However, most experimental studies constrain individuals from seeking out an attachment figure to quell their distress, and may interfere with the process of recruiting internalized attachment figures. When the goal of recruiting attachment figure support is blocked, individuals may adopt deactivating strategies, such as emotional numbing, to reduce their distress. Alternatively, individuals may adopt hyperactivating strategies, such as ingratiating behaviors, to seek proximity to attachment figure substitutes. We conclude with recommendations for future avenues of exclusion research stemming from attachment theory.     

Self-Evaluation Bias of Social Comparisons in Ethical Decision Making: The Impact of Accountability

The purpose of this paper is to examine how accountability and judgment biases that occur in social comparisons may be related to ethical decision making. Using Jones' (1991 ) model as the theoretical framework to investigate this phenomenon, we found that self-enhancing individuals (i.e., those who thought they were more ethical in comparison to their peers) demonstrated higher responsiveness to increases in accountability than did self-effacing individuals (i.e., those who thought they were less ethical in comparison to their peers). We discuss these findings and outline the implications for future ethics research. Further, we provide practical guidance to those who administer ethics compliance programs on effective ways of facilitating ethical behavior in organizations.     

基于预期理论的风险决策的神经机制

预期理论基于对期望效用理论的批判与发展,提出了价值函数与权重函数,对以往风险决策研究中所发现的现象进行了很好的预测与解释。预期理论的核心概念包括参照依赖、损失规避与权重函数。基于预期理论的一些决策偏差包括框架效应、禀赋效应和默认偏差也部分揭示了与人们风险决策有关的脑区。近年来,通过采用功能性核磁共振等脑成像手段对预期理论的一些核心成分进行的研究表明,涉及到人们风险决策的脑区主要有前额叶、纹状体、脑岛与杏仁核。未来的研究可以从预期理论的产生根源、个体发展以及遗传基因等角度进行进一步的探讨。     

Reappraising the Moral Nature of Emotions in Decision Making: The Case of Shame and Guilt

Emotions play a crucial role in moral behavior. The present paper does not contest this point but argues that qualifications of certain feelings such as shame and guilt as moral emotions should not exclusively be based on a proximal analysis of their function. A proximal analysis details how moral emotions produce moral behavior. Emotions are qualified as moral when they are elicited by concerns for others rather than the self and produce prosocial action tendencies. Although researchers have acknowledged that moral emotions may also have an ultimate function that details why it is in the individual interest that these moral effects occur, they have neglected to translate such ideas into testable hypotheses. Using guilt and shame as an example, we show how an analysis of ultimate functions accommodates recent findings, which contest the view that guilt is more moral than shame and provides new insights as to when and why moral emotions will produce moral effects.     

Decision Making in Social Context in Patients with Suicide Attempt History

Decision making has been found to be altered in suicide attempters, but little is known of their performance in social contexts. Twenty‐seven depressed suicide attempters (DSA), 25 nonsuicidal depressed patients (DP), and 60 healthy participants (HC) were evaluated by a decision‐making task in social context . Results indicated DSA and DP obtained lower gains and invested more money with angry partners. DSA were found to invest less money than DP and HC with happy partners. DSA showed insensitivity toward rewards/punishment contingency, and they did not use the socioemotional stimuli to guide their decisions.