“Group Decision-Making” provides a comprehensive exploration of how teams arrive at collective choices in organizational settings, examining the intricate interplay between cognitive biases, structural frameworks, and systematic protocols. The book reveals that effective group decisions stem from carefully designed processes rather than natural group dynamics, challenging conventional wisdom about traditional brainstorming and meeting formats.
The text progresses logically through three main areas: the psychological aspects of team decision-making, including the phenomenon of groupthink and cognitive biases; practical frameworks such as the Delphi method and systematic consensus building; and implementation strategies for various decision-making contexts. Drawing from extensive research across Fortune 500 companies, government agencies, and non-profit organizations, the book presents evidence-based approaches that combine insights from organizational psychology, behavioral economics, and game theory.
What sets this work apart is its practical application of theoretical concepts, offering structured protocols for different types of decisions while addressing real-world challenges like managing dominant personalities and balancing speed with quality. The book provides assessment tools for measuring decision effectiveness and adapts its principles to modern work environments, including remote and hybrid settings. Written for managers, team leaders, and organizational development professionals, it offers actionable insights for improving group decision-making processes while acknowledging the complexities of human dynamics in team settings.
