Abstract
Organizations use groups to improve performance on tasks that require problem solving. Is this belief in the problem solving benefits of groups misplaced given the process‐losses often experienced by brainstorming groups? This study of 94 intact autonomous work groups performing multi‐part tasks revealed that group creative performance increased multiplicatively (exponentially) with the number of highly creative group members composing the group. However, this occurred only when Team Creativity‐Relevant Processes (TCRP) within the group were relatively high. When TCRP were relatively low, group creative performance decreased multiplicatively with the number of highly creative group members within it. When TCRP were about average for the sample, group performance increased only linearly with the number of highly creative members within a group.
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