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Abstract
Studies of small group performance have long been dominated by
the view that interaction processes amongst team members are the
critical determinants of task achievement. Yet few studies show that
training in group dynamics leads to performance improvements (Kaplan,
1979). The emphasis on group level processes has overshadowed the
influence of member task ability on group performance. The research
presented here aims to redress this imbalance.
Four integrated studies are undertaken employing different
research methodologies. Study 1 explores the group performance/size
relationship, and the moderating effects of member expertise and
social decision schemes. Both simulated and interacting groups are
investigated. Performance is found to be a positive linear function of log size.
The slope of this graph is steeper for high ability
members and more rational decision strategies.
Study 2 explores the types of decision strategies used by
interacting groups. Team performance is separated into assembly and
information processing components. The former is a function of
average member ability. The latter is determined by the degree of
fit with a rational non-unit weight decision scheme. Study 3 shows
for a group to achieve this strategy, member participation rates must
be allocated in proportion to task expertise. Study 3 also
demonstrates differences between perceived and actual influence: the
former is principally determined by participation level, the latter
by expertise.
Study 4 builds on the findings of the first three - that group
performance is a function of member task expertise and strategies for
its use. It shows that task training for individuals enhances member
ability, group process and decision schemes and performance.
All studies employ the same task: the NASA moon exercise. A
total of 400 subjects working individually and/or in 70 interacting
groups are involved in the studies.