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Group Decision making (Group polarization- group discussions lead to…

- - - - Gender differences in children reinforced by self-segregation with similar minded people
      - Internet enhances polarisation , help like minded people form groups that normalise attitudes (Wright) e.g. pro-anorexia websites . and internet shapes what we see, show us things that reinforce rather than challenge our attitude
      - Gangs- during conflict groups associate of like-minded people (Cartright).
        Prison- encouraged polarisation, people get worse not better
      - Terrorists- being part of big group pushes attitude to extreme (McCauley)
  - - - Persuaded by new info that supports their opinion and intensifies it . e.g. capital punishment
- - - - Personal pressure
      - Self-censorship
      - Mindguards
      - Apparent unanimity
      - Illusions of invulnerability-
      - Illusions of morality
      - Biased perceptions of outgroup
      - Defective decision making strategies
    - - Cohesiveness
      - Isolation
      - Leadership
      - Decisional stress
    - - Leaders should assign a member to be critical evaluator so everyone's opinions can be shared
      - leaders should not express own opinion when assigning task to group
      - Leaders should minimise influence e.g. absent from meeting
      - several independent groups working on same problem
      - Examine effective alternatives
      - Memebers discuss ideas outside of group
      - Invite outside experts to discuss
      - Group member as Devil's Advocate
  - - - Cuban Missile Crisis - same group but positive outcome , used ways of preventing group think : welcomed open discussion, JFK didn't state opinion , split into 2 groups, sought expert opinions and devil's advocate
    - - Leadership: norm was not to challenge pilot, who was an experienced and influential leader.
        Illusion of unanimity: pilot thought crew supported his decision
        Decisional stress- max hours nearly up before paying to transfer passengers
      - Psychology applied to air crew trained in group behaviour to avoid this
    - - Causes: cohesive group- worked together long time, respected each other. Leadership- managers were pro-launch . Isolation - engineers were bullied out of decision making process
      - Symptoms : perceived invulnerability- NASA managers though O-ring was safe and wanted engineers to disprove it. Rationalisation- thought logical to launch. Also self-censorship, mind-guarding, desicisional stress, illusions of morality