Group decisions in organizations: observed issues and techniques used in the decision-making process stages
DOI:
https://doi.org/10.5585/2025.28084Keywords:
decision-making process, group problems, group techniques, decision qualityAbstract
Study Objective: This study aims to address a gap in the literature on group decision-making by examining how well-known group problems—such as groupthink, hidden profile, and polarization—impact decision quality. Additionally, it investigates which techniques are most suitable for different stages of the decision-making process.
Methodology/Approach: A review of both descriptive and prescriptive literature on group problems, group techniques, and decision quality was conducted. Complementarily, interviews were carried out with facilitators involved in group decision-making processes within organizations. This dual approach enabled the identification of group problems and the techniques applied at each stage of decision-making, both in theory and practice.
Originality/Relevance: This study integrates theoretical insights with real-world organizational practices, revealing misalignments between prescribed decision-making techniques and those actually used in organizations. It contributes to the understanding of how different group dynamics affect decision quality and offers practical guidance for decision-makers.
Main Results: Findings indicate that specific group problems tend to emerge at different stages of the decision-making process, and certain techniques can effectively mitigate their impact. The study presents a theoretical model to assist decision-makers and facilitators in enhancing decision quality.
Theoretical/Methodological Contributions: By mapping group problems and techniques across decision-making stages, this study bridges theoretical prescriptions and organizational practices, providing a structured framework for improving group decision-making effectiveness.
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