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When Are Groups More Effective Than Individuals?
Although there is evidence that mature, cooperative groups often make better decisions than individuals working alone, groups are not always superior to in?dividuals. Group synergy only occurs under certain conditions: when the task is appropriate and when the group structure is such that each member is encour?aged to do his or her best.
Table 7.1 lists some of the factors that determine whether group or individual decision making is more effective.
Table 7.1
| Tasks are best left to individuals when | Tasks are best done by groups when |
| 1. the decision is simple and its rationale is apparent to all members; 2. a single individual clearly has the expertise to make the decision, and that individual is trusted by the group; 3. time pressures are great and it is difficult to get group members together; 4. implementing a decision does not necessitate the committed action of all group members; 5. little risk is involved; 6. there is substantial agreement within the group. | 1. the decision is complex and needs an innovative, creative solution; 2. the resources of the entire group are needed; 3. there is adequate time for group members to meet; 4. full commitment of all group members is needed to get the job done; 5. a good solution is risky; 6. the possibility for disagreement or misunderstanding exists unless members talk about the problem |
The manner in which group members work together also makes a big dif?ference in whether a group will be more productive than an individual. When members support one another, are accountable for the work they do, and feel committed to group goals, group synergy occurs. However, sometimes groups do not work effectively. Group synergy is unlikely in at least two situations: when social loafing occurs and when members take a free ride by letting others do their work.
Social loafing occurs when members get ?lost in the crowd? and don?t ful?fill their work potential. This effect often arises during additive tasks, in which the productivity of the group is determined by adding up the efforts of each member.
Another effect, called free-riding, also decreases group productivity. This effect occurs in disjunctive tasks, tasks in which if one person does a job, no one else has to. For example, if one person does all the research for a project, the work is done, and no one else has to contribute. In this kind of situation, it?s easy for members to sit back and let others do the work for them; we call this ?taking a free ride.? The effects of free-riding are especially destructive because they tend to escalate; when working members perceive that others are getting a free ride, they in turn reduce their efforts. Table 7.2 indicates some of the factors that can decrease so?cial loafing and free-riding to make groups more productive.
Factors That Increase Group Productivity
■ Members have a variety of different skills and knowledge.
■ Everyone is committed to group goals.
■ There is individual accountability.
■ All members have an opportunity to contribute,
■ Members have critical skills.
■ There Is an atmosphere of positive interdependence.
Factors That Decrease Group Productivity
■ The group is too large to adequately use all members? resources.
■ Members feel their individual efforts don?t make a difference.
■ There is a perception that others are taking a free ride.
■ Members lack commitment to the group.
■ There is too great a desire for unanimity.
■ Members have hidden agendas or conflicting goals.
Date: 2016-06-12; view: 157
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| Task 3. Dwell on the rules that coordinate interaction between the participants in the following situations. | | | Balancing Group and Individual Needs |