Dynamics of Decision Making in Cross-Functional Teams
Group decision making is often associated with better qualitative decisions and outcomes than decisions made by individuals alone. The dynamics of the group decision-making process, as opposed to the consequences of such decisions, have received limited research attention. While there is considerable evidence to support that cross-functional team decision making facilitates easy implementation of decisions, and higher participation in decision making, the intricacies involved in the decisionmaking process remain underexplored. The paper aims to understand how different factors drive the behavior of the team members in the decision-making process in cross-functional teams and how decisions are reached in such teams. Under simulation conditions, we observed decision-making sessions involving six groups of six managers each, representing six different functions in a hypothetical organization. We find that the behavior of team leaders, the presence of `dominant' team members and the self-interest of team members, drove the process and defined the final output. (original abstract)
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