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oapen-20.500.12657-895072024-04-05T02:23:36Z Engaged Decision Making Rouwette, Etiënne Franco, L. Alberto Teams;Team leadership;Group decision making;Group conflict;Group communication;Motivated information processing;Decision process;Group decision support;Facilitation;Intervention thema EDItEUR::J Society and Social Sciences::JM Psychology::JMA Psychological theory, systems, schools and viewpoints thema EDItEUR::J Society and Social Sciences::JM Psychology::JMH Social, group or collective psychology thema EDItEUR::K Economics, Finance, Business and Management::KC Economics thema EDItEUR::K Economics, Finance, Business and Management::KJ Business and Management::KJM Management and management techniques::KJMV Management of specific areas::KJMV5 Production and quality control management thema EDItEUR::K Economics, Finance, Business and Management::KJ Business and Management::KJT Operational research thema EDItEUR::P Mathematics and Science::PB Mathematics::PBG Groups and group theory thema EDItEUR::J Society and Social Sciences::JM Psychology::JMJ Occupational and industrial psychology thema EDItEUR::K Economics, Finance, Business and Management::KJ Business and Management::KJU Organizational theory and behaviour In the knowledge economy, teams play a central role in decisions made within and across organisations. The reason why teams with diverse compositions are often used is arguably their ability to develop solutions that none of their members could have produced alone. Systems design, strategy and policy development, risk management, and innovation are just a few of the areas that call for team decisions. Unfortunately, a considerable number of behavioural research studies show that teamwork is fraught with difficulties. Teams often underestimate their fallibility, struggle with conflict, or are unable to share and integrate critical information effectively. Indeed, the evidence shows that two out of three teams do not achieve their goals and half of organisational decisions – many of which are team decisions – fail. In this book, the authors draw from research in psychology, decision and systems sciences – as well as their own research and consulting work that spans more than 20 years – to show how designed interventions can enable team decision making to become rigorous, transparent, and defensible. They cover theory and practice regarding the design, delivery, and evaluation of interventions to support team decision making in situations of varied complexity. Written as an applied resource for researchers and advanced students in particular, this book offers a guide to proven interventions that enhance the process of making team decisions and increase the chances of superior team results. 2024-04-04T09:55:57Z 2024-04-04T09:55:57Z 2024 book 9781032503516 9781032518473 9781003404200 9781040023150 https://library.oapen.org/handle/20.500.12657/89507 eng application/pdf Attribution-NonCommercial-NoDerivatives 4.0 International 9781040023129.pdf Taylor & Francis Routledge 10.4324/9781003404200 10.4324/9781003404200 7b3c7b10-5b1e-40b3-860e-c6dd5197f0bb f8086bb3-4491-4846-8538-b72c95d76c0d 9781032503516 9781032518473 9781003404200 9781040023150 Routledge 301 Radboud Universiteit Radboud University open access
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In the knowledge economy, teams play a central role in decisions made within and across organisations. The reason why teams with diverse compositions are often used is arguably their ability to develop solutions that none of their members could have produced alone. Systems design, strategy and policy development, risk management, and innovation are just a few of the areas that call for team decisions. Unfortunately, a considerable number of behavioural research studies show that teamwork is fraught with difficulties. Teams often underestimate their fallibility, struggle with conflict, or are unable to share and integrate critical information effectively. Indeed, the evidence shows that two out of three teams do not achieve their goals and half of organisational decisions – many of which are team decisions – fail.
In this book, the authors draw from research in psychology, decision and systems sciences – as well as their own research and consulting work that spans more than 20 years – to show how designed interventions can enable team decision making to become rigorous, transparent, and defensible. They cover theory and practice regarding the design, delivery, and evaluation of interventions to support team decision making in situations of varied complexity. Written as an applied resource for researchers and advanced students in particular, this book offers a guide to proven interventions that enhance the process of making team decisions and increase the chances of superior team results.
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