Challenging the Assumptions Underlying the Use of Participatory Decision-Making Strategies

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Abstract
Participatory or joint decision-making strategies have been suggested as effective in groups with the task of solving unstructured problems or creating innovations. This longitudinal case study of a small task group suggests that there may be important differences between the desire of group participants to use participatory strategies and their ability to do so effectively. After 15 months, the group members failed to accomplish their task. Four problem areas that account for the lack of productivity are identified: expertise, self-oriented needs, permissive operating procedures, and formal status differences. Implications for other groups that attempt to use participatory strategies are discussed.

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