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• W365346937 abstract "In light of growing reliance on teams to solve complex problems faced in organizations, research that demonstrates how team performance can be improved beyond performance of individuals is warranted. This study investigated whether group performance could be significantly improved by forming groups with heterogeneous in informationprocessing preferences, as measured by Myers-Briggs Type Indicator (MBTI), and by providing those groups with training to facilitate consensus on group's solution to a complex, multistage decision task. Comparisons of occurrences (i.e., solutions of higher quality than those that could be achieved by any individual within group working alone) among undergraduate student groups (N = 38) differing in composition (homogeneous vs. heterogeneous) and mode of consensual training (trained vs. not trained) were conducted through a nonparametric statistical analysis. The results of analysis supported only hypothesis predicting that proportion of trained groups producing would be significantly greater, statistically, than that of not-trained groups. However, a statistically significant interaction in a nonhypothesized direction was found. Implications and recommendations based on findings are offered. EFFECTS OF GROUP COMPOSITION AND CONSENSUS TRAINING ON THE ASSEMBLY EFFECT In recent years, there has been a virtual explosion of foreign organizations vying for a share of world's industrial markets. In response, American organizations have made concerted efforts to remain competitive through increased productivity, quality, and responsiveness to needs of customers. Among these efforts is replacement of traditional, autocratic management structures with self-managed work teams in hopes that teams of personnel can more effectively solve often complex and ambiguous problems faced in organizations (Bunning & Althisar, 1990; Wilgus, 1991). Organizations' growing reliance on teams over individuals to solve organizational problems is likely based on belief that teams can produce what Collins and Guetzkow (1964) term assembly effect (i.e., solutions of higher quality than those that could be achieved by any individual within that team working alone). In general, groups do appear to produce both more and better solutions than average individual (Hill, 1982). However, as Salazar (1995) notes, the literature is replete with historical and laboratory examples of cases in which groups do not perform in a manner consistent with abilities of their members (p. 170). In fact, in many instances groups actually produce solutions of poorer quality than might be expected given knowledge, skills, and abilities of its members. Thus, actual benefit derived from establishing" @default.
• W365346937 created "2016-06-24" @default.
• W365346937 creator A5020501352 @default.
• W365346937 date "2005-01-01" @default.
• W365346937 modified "2023-09-26" @default.
• W365346937 title "Effects of Group Composition and Consensus Training on the Assembly Effect" @default.
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