A proposed improvement to the multilevel theory for hierarchical decision-making teams

2010 ◽  
Vol 16 (1) ◽  
pp. 151-167
Author(s):  
Mincheol Kang
Keyword(s):  
Decision Making ◽  
Hierarchical Decision Making ◽  
Decision Accuracy ◽  
Team Members ◽  
The Core ◽  
Hierarchical Decision ◽  
Multilevel Theory ◽  
Small Set ◽  
Team Decision ◽  
Simulation Results

AbstractThe multilevel theory proposed by Hollenbeck et al. identified a set of core variables that are central to accuracy in decision-making in hierarchical teams with distributed expertise. Following the identification of the limitations of the original core variables, a new set of core variables is proposed: (a) member validity, which represents the overall predictability of team members with regard to the correct decision and (b) hierarchical sensitivity, which represents the effectiveness of the leader's weightings of members' recommendations. To test the revised theory, a computational model called Team-Soar is used. The simulation results show that the small set of new core variables explains a large portion of the variance in the team decision accuracy and mediates the effects of other variables on the accuracy. The revised theory can be used as a conceptual vehicle to parsimoniously explain the performance of hierarchical decision-making teams. The theory could also be used to diagnose and train real teams in terms of the core variables.

A proposed improvement to the multilevel theory for hierarchical decision-making teams

2010 ◽  
Vol 16 (1) ◽  
pp. 151-167 ◽  
Author(s):  
Mincheol Kang
Keyword(s):  
Decision Making ◽  
Hierarchical Decision Making ◽  
Decision Accuracy ◽  
Team Members ◽  
The Core ◽  
Hierarchical Decision ◽  
Multilevel Theory ◽  
Small Set ◽  
Team Decision ◽  
Simulation Results

AbstractThe multilevel theory proposed by Hollenbeck et al. identified a set of core variables that are central to accuracy in decision-making in hierarchical teams with distributed expertise. Following the identification of the limitations of the original core variables, a new set of core variables is proposed: (a) member validity, which represents the overall predictability of team members with regard to the correct decision and (b) hierarchical sensitivity, which represents the effectiveness of the leader's weightings of members' recommendations. To test the revised theory, a computational model called Team-Soar is used. The simulation results show that the small set of new core variables explains a large portion of the variance in the team decision accuracy and mediates the effects of other variables on the accuracy. The revised theory can be used as a conceptual vehicle to parsimoniously explain the performance of hierarchical decision-making teams. The theory could also be used to diagnose and train real teams in terms of the core variables.

scholarly journals Hierarchical Decision-Making Problems – Modeling and Solutions

2016 ◽  
Vol 8 (1) ◽  
pp. 311-324
Author(s):  
Tadeusz Krupa ◽  
Teresa Ostrowska
Keyword(s):  
Decision Making ◽  
Critical Infrastructure ◽  
A Priori ◽  
Organizational Structures ◽  
The State ◽  
Hierarchical Decision Making ◽  
University Of Technology ◽  
Hierarchical Decision ◽  
Decision Making Processes ◽  
Key Issues

Abstract Article illustrates the state of the work conducted at the Faculty of Management Warsaw University of Technology on the issue of modeling hierarchical decision-making problems in the context of administrative and infrastructural conditions of the various forms of public safety. The aim is to develop a universal methodology of conduct for the management needs of the public administration, whose powers are focused on maintaining the continuity of the critical infrastructure of the State. The key issues covered by the article are: modeling of hierarchical issues and decision-making processes in the multi-layered organizational structures; harmonization of scales significance of decisionmaking areas with significance weights of elementary decisions in these decision areas; and a priori contradictions of elementary decisions from different decision areas and value assessments of taken problem decisions.

The Influence of Team Goal Alignment and Awareness on Human-Centered Design Team Decision-Making Strategy

2021 ◽  
Author(s):  
Vivek Rao ◽  
Ananya Krishnan ◽  
Jieun Kwon ◽  
Euiyoung Kim ◽  
Alice Agogino ◽  
...  
Keyword(s):  
Decision Making ◽  
Personal Goals ◽  
Design Team ◽  
Design Teams ◽  
Goal Alignment ◽  
Team Members ◽  
Team Decision Making ◽  
Student Teams ◽  
Team Decision ◽  
Team Alignment

Abstract Design team decision-making underpins all activities in the design process. Simultaneously, goal alignment within design teams has been shown to be essential to the success of team activities, including engineering design. However, the relationship between goal alignment and design team decision-making remains unclear. In this exploratory work, we analyze six student design teams’ decision-making strategies underlying 90 selections of design methods over the course of a human-centered design project. We simultaneously examine how well each design team’s goals are aligned in terms of their perception of shared goals and their awareness of team members’ personal goals at the midpoint and end of the design process, along with three other factors underpinning team alignment at the midpoint. We report three preliminary findings about how team goal alignment and goal awareness influence team decision-making strategy that, while lacking consistent significance, invite further research. First, we observe that a decrease in awareness of team members’ personal goals may lead student teams to use a different distribution of decision-making strategies in design than teams whose awareness stays constant or increases. Second, we find that student teams exhibiting lower overall goal alignment scores appear to more frequently use agent-driven decision-making strategies, while student teams with higher overall goal alignment scores appear to more frequently use process-driven decision-making strategies. Third, we find that while student team alignment appears to influence agent- and process-driven strategy selection, its effect on outcome-driven selection is less conclusive. While grounded in student data, these findings provide a starting place for further inquiry into of designerly behavior at the nexus of teaming and design decision-making.

ENHANCING CONSENSUS UNDER OPINION BIAS BY MEANS OF HIERARCHICAL DECISION MAKING

2013 ◽  
Vol 16 (06) ◽  
pp. 1350020 ◽  
Author(s):  
NICOLAS PERONY ◽  
RENÉ PFITZNER ◽  
INGO SCHOLTES ◽  
CLAUDIO J. TESSONE ◽  
FRANK SCHWEITZER
Keyword(s):  
Decision Making ◽  
Hierarchical Structures ◽  
Consensus Formation ◽  
Hierarchical Decision Making ◽  
Organizational Policies ◽  
Final Population ◽  
Bounded Confidence ◽  
Hierarchical Decision ◽  
The Impact

We study the role of hierarchical structures in a simple model of collective consensus formation based on the bounded confidence model with continuous individual opinions. For the particular variation of this model considered in this paper, we assume that a bias toward an extreme opinion is introduced whenever two individuals interact and form a common decision. As a simple proxy for hierarchical social structures, we introduce a two-step decision making process in which in the second step groups of like-minded individuals are replaced by representatives once they have reached local consensus, and the representatives in turn form a collective decision in a downstream process. We find that the introduction of such a hierarchical decision making structure can improve consensus formation, in the sense that the eventual collective opinion is closer to the true average of individual opinions than without it. In particular, we numerically study how the size of groups of like-minded individuals being represented by delegate individuals affects the impact of the bias on the final population-wide consensus. These results are of interest for the design of organizational policies and the optimization of hierarchical structures in the context of group decision making.

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