Effects Of Group Cohesiveness Research Articles

Group Cohesiveness and Quality of Decision Making

This article reports the results of a meta-analytic integration of the effects of group cohesiveness on quality of decision making in groups. Overall, there was no significant effect of cohesiveness on the quality of group decisions. However, more cohesive groups rendered poorer quality decisions when additional antecedent conditions of groupthink were present (directive leadership). In addition, the component of cohesiveness that appears to be critical for the emergence of groupthink is interpersonal attraction: Cohesiveness impaired decision quality more as the operationalization of cohesiveness entailed more interpersonal attraction, and less as the operationalization entailed more commitment to task or group pride. Finally, more cohesive groups did render poorer quality decisions as group size increased. Discussion considers the implications of these resultsforfuture research on the relaion between cohesiveness and quality of decision making in particular, and on groupthink in general.

The effects of group cohesiveness on decision performance in a simulated marketing environment

Abstract In this paper the authors report on the results of an experimental study on the effect of cohesiveness of members on the performance of groups, as measured by the profit attained on a computerized management decision-making game. The sample consisted of 95 undergraduate students divided into 24 groups who played the game over a period of nine weeks, making nine sets of decisions. The results of the study indicate that there is a positive relationship between cohesiveness and profit in a business simulation game. Probably the most significant finding was that groups were not adversely affected by groupthink as suggested by the inverted U cohesiveness-performance relationship by Janis.

The Effects of Group Cohesion and Leader Behavior on Subordinate Satisfaction

The present study examined the effects of group cohesiveness and leader behavior on subordinate satisfaction in a military organiza tion. A total of 203 cadets completed measures of group cohesiveness, leader initiating structure, leader consideration, and several satisfac tion scales. Analyses indicated that (1) subordinates were more satisfied with leaders who exhibited high levels of initiating struc ture and consideration; (2) subordinates in high-cohesiveness groups were more satisfied than subordinates in low-cohesiveness groups; and (3) leader initiating structure and consideration were more positively related to subordinate satisfaction in high-cohesiveness groups than in low-cohesiveness groups. The results demonstrate the necessity of including group process variables in leadership theory and research. Implications of the findings forgroup effectiveness are also discussed.

A Partial Test of Janis' Groupthink Model: Effects of Group Cohesiveness and Leader Behavior on Defective Decision Making

The effects of group cohesiveness and leader behavior on Janis' (1982) symptoms of defective decision making were investigated within a laboratory setting. Two-hundred-eight college students were divided into four-person groups to solve a hypothetical business problem during tape-recorded group discussion sessions. Results showed that members of noncohesive groups engaged in more self-censorship of information than did members of cohesive groups. Teams with directive leaders proposed and discussed fewer alternative solutions to the problem than did groups with leaders who encouraged member participation. Groups with directive leaders were also willing to comply with the leaders' proposed solutions when the leaders stated their preferences early in the group discussion. These results only partially support Janis' groupthink model.

Strong, Quasi-, and Weak Conformity among Japanese in the Modified Asch Procedure

The present study was conducted to shed light on the cross-cultural discrepancies previously reported about Japanese conformity behavior in the Asch type situation. By virtue of the controlled group cohesiveness and the stringent definition of conformity, we were able to confirm the contextual effect of the general collectivity orientation facilitating conformity, whereas the reverse was believed to hold in the past. Moreover, the effect of group cohesiveness was found to vary depending on the schedule of information feedback and judgment revision. Our hypothesis about the effects of group cohesiveness and "amae" motive was supported when the chances for both social comparisons and reevaluation were deprived in the noncritical trials.

集団凝集性と集団志向の関係, および集団凝集性の試合成績への効果

集団凝集性と集団志向の関係, および集団凝集性の試合成績への効果

Effects of Group Cohesiveness on Attitude Polarization and the Acquisition of Knowledge in a Strategic Planning Context

Successful implementation of a corporate strategic plan requires the support of all individuals in the organization, some of whom play different, and possibly conflicting, roles. Cohesiveness within groups that favor different sides of an issue was examined to determine its effect on attitude polarization. The findings suggest that cohesiveness can result in greater polarization, thereby impeding the successful implementation of the strategic plan. The study findings also afford insight into the attitude polarization process brought about by group interaction. The social comparison and persuasive-arguments theories, which make different predictions about this process, are not necessarily competing as has been previously suggested. The results suggest that the relative validity of the explanation offered by each theory is determined by the environment in which interaction between groups occurs. Specifically, when group cohesiveness was enhanced, information was not transmitted effectively as predicted by the persuasive-arguments theory. However, when the value of group membership was de-emphasized, an effective transmission of information occurred during intergroup discussions.

Effects of Group Cohesiveness on Attitude Polarization and the Acquisition of Knowledge in a Strategic Planning Context

Effects of Group Cohesiveness on Attitude Polarization and the Acquisition of Knowledge in a Strategic Planning Context

Conservation of the commons: Effects of group cohesiveness and prior sharing

The social issue of conservation is conceptualized in terms of a commons dilemma. Both the recent experimental and theoretical literature are briefly reviewed. The author hypothesized that increasing group cohesiveness and exposing subjects to prior sharing would increase cooperative responding in a simulated commons problem. Undergraduate students (n = 60) in groups of three drew quarters from a regenerating resource pool. Groups which had previously shared a monetary reward were able to preserve the resource more effectively and earned more money than groups which had not shared a previous reward. The traditional cohesiveness manipulation was not successful. The results suggest that prior exposure to cooperative alternatives may enhance the cooperative response in later problem situations. The practical and theoretical implications for conservation strategies are mentioned.

Influence of Group Psychotherapy a Thirty Year Follow-up

Follow-up study of the effects of a long term therapy group confirms the beneficial effects of group cohesion on personal satisfaction.

The social context of leader-subordinate relations: An investigation of the effects of group cohesiveness.

The social context of leader-subordinate relations: An investigation of the effects of group cohesiveness.

The social context of leader–subordinate relations: An investigation of the effects of group cohesiveness.

The social context of leader–subordinate relations: An investigation of the effects of group cohesiveness.

The Negative Effect of Group Cohesiveness on Intergroup Negotiation

The Negative Effect of Group Cohesiveness on Intergroup Negotiation

Effect of group cohesiveness and training upon creative thinking

Effect of group cohesiveness and training upon creative thinking

Effect of group cohesiveness and training upon creative thinking.

Effect of group cohesiveness and training upon creative thinking.