This paper is an analysis of some of the literature concerning group mediated risk taking. Jhangiani explores Brown's V-theory, which states that members of a society try to realize its cultural ideals in their behavior; Nordhoy's theory of cultural values, which states that "In the group, the impact of values which are commonly accepted in the…

The purpose of this study is to examine the impact of varying leader selection systems on the performance of political decision-making groups (judges). The type of leadership choice of the court was the independent variable and degree of dissent the dependent variable. As predicted, merit choice had less dissent. (NG)

Discusses a theory of leadership effectiveness in small discussion/decision making groups developed to facilitate discussion and goal efficacy. Develops four leadership styles (coordinator, inventor, enthusiast, and director) focusing on two critical questions the leader must address. Discusses implications of the model for leadership training and…

By reviewing this analysis of the behavior of both groups and individuals in groups, human resources managers can learn to tell whether committees, task forces, and departments may be encouraging or inhibiting the work they set out to do. (Author)

This monograph's purpose is to provide a basis for team development for quality circle groups involved in problem-solving and decision-making. Training group members in team building is a crucial factor for success in quality circles. The following are important needs for group members: a sense of belonging, a commitment to group goals, a sense of…

Recent social scientific interest in juror selection has advanced the "voir dire" (jury selection) process beyond Clarence Darrow's formula for choosing a jury likely to be sympathetic to his client. From a communication perspective, generalization to different cases in different sections of the country and under different conditions…

The report studies the effects that the achieved status of the principal (power figure) has on the productivity of a heierarchically differenitiated group (participants have unequal ascribed status relationships) when all of the group members have an equal share in making decisions. The study tests two hypotheses: (1) as leader achieved status…

Organizational scholars have consistently noted that organizations in Japan generally possess more effective systems of communication than U.S. firms. This article explains how the Japanese approach to management encourages and facilitates the exchange of information between organizational members. (PD)

Analyzes and compares the communication process within effective and ineffective decision-making groups to identify specific behaviors and patterns of communicative behaviors which consistently discriminate between them. Results suggest that effective decision-making groups spend more time interacting and agreeing upon procedural matters than do…

Analyzes how a new computer technology, Group Decision Support System (GDSS), affected how group decisions developed over time. Contrasts decision paths in groups using the GDSS with groups using GDSS procedural structures manually and with groups using no procedural structures. Finds that decision paths varied and were related to consensus…