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An ounce of prevention or a pound of cure? Two experiments on in-process interventions in decision-making groups

Fisher, CM; (2017) An ounce of prevention or a pound of cure? Two experiments on in-process interventions in decision-making groups. Organizational Behavior and Human Decision Processes , 138 pp. 59-73. 10.1016/j.obhdp.2016.11.004. Green open access

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Abstract

This paper details two laboratory experiments about the timing of formal interventions in decision-making groups. Study 1 showed that groups receiving in-process interventions pooled more critical information and made better decisions than groups receiving pre-task interventions because in-process interventions prolonged discussions and reduced discussion of member preferences. Study 2 showed a similar pattern of results over a smaller time frame; groups receiving in-process interventions prolonged their discussions, discussed member preferences less, and pooled more critical information than those receiving pre-task interventions because they perceived those interventions as more valuable, which indirectly improved the quality of their decisions. Surprisingly, the specific timing of in-process interventions had no significant effects on information pooling or group decisions in either study. These studies collectively suggest that decision-making groups respond more strongly to interventions designed to cure process problems, rather than prevent them, which has implications for theory on formal interventions, group decision making, and group development.

Type: Article
Title: An ounce of prevention or a pound of cure? Two experiments on in-process interventions in decision-making groups
Open access status: An open access version is available from UCL Discovery
DOI: 10.1016/j.obhdp.2016.11.004
Publisher version: https://doi.org/10.1016/j.obhdp.2016.11.004
Language: English
Additional information: This version is the author accepted manuscript. For information on re-use, please refer to the publisher’s terms and conditions.
Keywords: Interventions; Timing; Group decision making; Group process; Information sharing
UCL classification: UCL
UCL > Provost and Vice Provost Offices > UCL BEAMS
UCL > Provost and Vice Provost Offices > UCL BEAMS > Faculty of Engineering Science
UCL > Provost and Vice Provost Offices > UCL BEAMS > Faculty of Engineering Science > UCL School of Management
URI: https://discovery.ucl.ac.uk/id/eprint/1530084
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