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Decision-making in the corporate world of group-oriented societies, however, can be much different. Using the Japanese culture as an example, people in large corporations exhibit a high degree of risk aversion, for fear that a decision with negative consequences will reflect badly on the entire corporation.
The social identity approach suggests a more general approach to group decision-making than the popular groupthink model, which is a narrow look at situations where group and other decision-making is flawed. Social identity analysis suggests that the changes which occur during collective decision-making are part of rational psychological ...
The demographic diversity of members of a team describes differences in observable attributes like gender, age or ethnicity. Several studies show that individuals who are different from their work team in demographic characteristics are less psychologically committed to their organizations, less satisfied and are therefore more absent from work. [2]
Decision-making would happen by a diverse group instead of by a fairly homogenous political group or party. Research within cognitive science has sought to model the relationship between wisdom of the crowd effects and individual cognition.
Inclusive management practices are not the same as citizen participation or as inclusion as the latter term is typically used in democratic theory to denote the involvement of ethnically or socioeconomically diverse persons or groups in a decision-making process. Instead, inclusive management theories make a distinction between inclusive ...
Functional diversity encapsulates the cognitive resource diversity theory, which is the idea that diversity of cognitive resources promotes creativity and innovation, problem solving capacity, and organizational flexibility. Functionally diverse teams “consist of individuals with a variety of educational and training backgrounds working ...
The theory contains 14 propositions [6] as a core. Of those, the first half focuses on the influence of input on the process of decision-making. Here Oetzel assumes that individual members of homogeneous groups activate either independent self-construals (such members emphasize the quality decision and are not primarily interested in relationships among members) or interdependent self ...
Lack of diversity and pluralistic perspective in a group. Homogeneous groups tend to be conformal. Such groups tend to achieve consensus rather than searching for the "right" decision. Recognition of a dysfunctional decision-making environment. Management in this environment has lost control, as the directional prerogative of management has ...