The Effects of Group Decision-Making Process and Problem Situation Complexity on Implementation Attempts

There was a significant complexity-by-process interaction effect among the decision-making processes, which supports the conclusion that the type of group decision- making process and the problem-situation complexity should be considered in order to optimize the number of implementation attempts.

Abstract

The effects of group problem-solving method and problem-situation complexity on attempts at implementing group solutions were investigated in a laboratory-field setting. Group members were supervisory nurses from various organizations, who were randomly assigned to three groups in a balanced research design which included three group decision-making processes and three levels of problem-situation complexity in implementation. The dependent variable was the number of attempts at implementing group-derived solutions in home organizations. The results showed that structure in group decision-making processes led to increased rates of implementation attempts at all levels of problem-situation complexity. There was a significant complexity-by-process interaction effect among the decision-making processes, which supports the conclusion that the type of group decision-making process and the problem-situation complexity should be considered in order to optimize the number of implementation attempts.g