Randy Y. Hirokawa

A descriptive investigation of the possible communication‐based reasons for effective and ineffective group decision making

The present study sought to compare the nature and content of interaction within a number of “effective” and “ineffective” decision‐making groups in an effort to identify consistent differences which might account for the differences in the quality of their group decisions. The goal of the investigation was to generate data which will help us better understand the communication‐based reasons for “effective” and “ineffective” group decision making. Using basically a qualitative approach, six “effective” groups and five “ineffective” groups were compared. The study found that the discussions of those two sets of groups can be distinguished on the basis of at least four communication‐related characteristics: (1) The manner in which the groups examined opinions and assumptions advanced by group members; (2) The manner in which the groups evaluated alternative choices; (3) The nature of the premises which served as the basis for the groups’ decisions; and (4) The nature of influence exerted by the most influen...

The Role of Communication in Group Decision-Making Efficacy A Task-Contingency Perspective

This article advances the general argument that the importance of communicationfor group decision-making performance and its impact on such performance are a function of three task characteristics: structure, information requirement, and evaluation demand. In developing this argument, the article identifies the task circumstances in which group communication can be expected to play a role in determining decision-making performance, as well as specifying how communication functions within those circumstances to affect decision efficacy. The article concludes with concrete directions and suggestionsforfuture research.

A comparison of influence strategies utilized by managers in American and Japanese organizations

Two questions were addressed in this study: (1) What specific communication strategies are employed by Japanese managers to influence their subordinates? and (2) How are those strategies similar to, and different from, the strategies employed by American managers? Two hypothetical compliance‐gaining situations were presented to 74 Japanese managers and 65 American managers. Written responses were coded using a 19‐category scheme. The study found that Japanese managers tend to rely more often on altruism‐based strategies, while American managers tend to rely more often on reward‐ or punishment‐based strategies.

A comparative analysis of communication patterns within effective and ineffective decision‐making groups

This study tests the general hypothesis that substantial differences exist between the communication processes within “effective” and “ineffective” decision‐making groups. A 26‐category coding system was used to analyze the interaction within four effective and four ineffective decision‐making groups. The results strongly suggest that group interaction plays an important role in decision‐making effectiveness. The results suggest that effective decision‐making groups spend considerably more time interacting and agreeing upon procedural matters than do ineffective groups. The results further suggest that members of effective groups tend to interact on substantive matters unitl agreement is reached before moving on to other topics of discussion.

The Functional Perspective as a Lens for Understanding Groups

The functional perspective is a normative approach to describing and predicting group performance that focuses on the functions of inputs and/or processes. The aim of theory and research from this perspective is to understand why some groups are successful and others are not. This article investigates theory and, to a lesser extent, research of small groups based on the functional perspective. The authors present the underlying theoretical assumptions and review theories that fit into the functional perspective from several representative areas of research. They conclude by outlining notable strengths and weaknesses associated with viewing groups from this perspective and propose some directions for future theory development.

Facilitation of Group Communication A Critique of Prior Research and an Agenda for Future Research

This article reviews and critiques the research that has been conducted on the facilitative influence of communication on group decision-making and problem-solving performance. It identifies specific contributions that have been made in various lines of investigation, and points out research gaps that exist currently. The article concludes with a research agenda that highlights critical research questions and issues most in need of address if we are to increase our understanding of the ways that group problem solving and decision making can be enhanced by facilitating interaction processes.

To Err is Human, to Correct for it Divine A Meta-Analysis of Research Testing the Functional Theory of Group Decision-Making Effectiveness

This meta-analysis tests the functional perspective of small-group decision making, which holds that certain critical requisite functions must be satisfied for an effective group decision to be likely. The results suggest that evaluation of negative consequences of alternative solutions, problem analysis, and establishment of solution criteria (in this order) are the strongest predictors of group decision-making effectiveness. In addition, methodological study artifacts (sampling error, measurement error) and task moderators explain variability in previous findings. More specifically, the moderator subgroup analysis shows that evaluation of negative consequences is an even better predictor of group performance when task evaluation demands are high.

Effective Group Decision Making in Organizations Field Test of the Vigilant Interaction Theory

The purpose of this study was to determine whether the relationship between group interaction quality and group decision performance can be generalized to established organizational groups. Four hypotheses derived from previous historical and laboratory studies of group decision-making efficacy were examined using nine established, ongoing decision-making groups obtained from a large utility company in the midwest. The results of the study generally support the process-outcome relationship. Specifically, it was discovered that group decision performance is directly related to a groups efforts to analyze and understand its task and objective(s) as well as identify the positive and negative qualities of alternative choices. These findings reaffirm the claim that group decision performance is enhanced by a groups ability to engage in vigilant interaction prior to arriving at a decision.

Group communication and problem‐solving effectiveness I: A critical review of inconsistent findings

A review of the existing research literature indicates that, for the most part, researchers have generally failed to identify consistent and meaningful relationships between group interaction and group performance. This has led to a growing concern among small group scholars that unless a suitable explanation can be advanced to account for such failure, it may be necessary to re‐examine the widely held assumption that group interaction plays an important role in effective group performance. This paper attempts to explain why previous research has failed to identify consistent and meaningful relationships between group interaction behaviors and group performance outcomes. In addition, it offers an alternative approach to investigating the possible relationships between group interaction and group performance.

A critical analysis of factors related to decisional processes involved in the challenger disaster

Although the Rogers Commission identified flawed decision‐making as a contributing cause to the accident of the Challenger, the characterization is too general to explain the particular way in which the decision formed. Five factors that, in combination, appear to account for the mind‐set in which the decision to launch was made are examined. These influences include (1) perceived pressure, (2) rigid conformity to perceived role requirements, (3) questionable reasoning, (4) ambiguous use of language, and (5) failure to ask important relevant questions.