Group Dynamics Training and Improved Decision Making

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Abstract
The efficacy of laboratory training in group dynamics as a technique for modifying group processes in the direction of theoretically more effective practices was explored. Thirty groups trained in group dynamics were compared with 30 untrained groups with respect to their performance on the 12 Angry Men decision-making task. Within each of the trained and untrained samples three populations of decision-makers were studied (20 groups each of college, management, and neuropsychiatric subjects) in order to provide varying levels of substantive and procedural skills relative to the task. The groups within each population and trained/untrained conditions were evenly split between established entities and ad hoc assemblies. The data were analyzed according to both performance and process criteria. Trained groups consistently performed more effectively than untrained groups on measures of decision quality, utilization of superior resources, and creativity. No tradition effects were discernible, and only expected population differences were obtained. Several differences among covarying performance and process variables were identified for trained versus untrained groups.