“Can politics really be beneficial?” Toward a model for positive politics through consensus

PurposeThis article wants to propose deeper insights and clarifications into the effects of organizational politics which have been at the center of many debates in decision-making literature. For a long time, the debate focused on the negative effects of organizational politics and how to avoid them. This article wants to explore the positive effects of organizational politics and see how this impacts the consensus process in teams moderated by organizational change.Design/methodology/approachThe article model and propositions are grounded in the organisational politics literature. The analysis builds on the “positive” politics literature which has been gaining steam in the last two decades and links this with the consensus literature.FindingsThe article proposes an integrated model which clearly shows how the three core concepts influence each other through the four proposed hypotheses. Organizational politics can help to create more consensus in a team decision-making process, and this can have a positive effect on team performance.Originality/valueThe article aims to expand insights of organizational politics on decision-making by putting the light on possible positive effects of organizational politics. The article addresses the theoretical gap of how organizational politics can impact the consensus process.

Aspiration, risk and risk feeding: A critique of the royal college of physicians guidance on care of people with eating and drinking difficulties

The Royal College of Physicians has recently published guidance on supporting people with eating and drinking difficulties. Although much of the advice in the guidance is sensible and helpful, in this paper we argue that the recommendations regarding ‘risk feeding’ decisions are flawed. In particular, there is a failure to clearly identify the nature, frequency and severity of different risks. There is an undue emphasis on aspiration as a risk and as a potential cause of pneumonia, and the limited evidence base for many interventions to manage risk is not adequately acknowledged. There is an emphasis on multidisciplinary team decision making at the expense of individual professional responsibility. We conclude that this guidance regarding risk feeding supports an unduly defensive approach to oral intake and should not be adopted as a standard of medical practice.

How entrepreneurial team heterogeneity impacts decision-making performance? An input-process-output approach

Purpose Existing studies mostly rely on the static characteristics of team members, and there is still a lack of empirical investigation on how entrepreneurial team members make decisions through dynamic team process and how team members’ cognition influences team decision-making. The purpose of this study is to validate how entrepreneurial team heterogeneity affects team decision-making performance from the perspective of dynamic team process. Design/methodology/approach Drawing on the theory of input-process-output model, this study proposed and examined the mediating role of team interaction as well as the moderating role of proactive socialization tactics in the relationship between entrepreneurial team heterogeneity and decision-making performance. Based on a sample of 162 entrepreneurial teams that include pairing superiors and subordinates, hierarchical regressions and moderated mediation tests were used to test the hypotheses. Findings The research results show that the heterogeneity of entrepreneurial teams is positively correlated with both team interaction and decision-making performance. Team interaction plays a mediating role between entrepreneurial team heterogeneity and decision-making performance; information seeking of proactive socialization tactics moderates the impact of entrepreneurial team heterogeneity on team interaction. Originality/value Contributing to the literature on entrepreneurial team decision-making performance, this study identifies that proactive socialization tactics with a high level of information seeking can help entrepreneurial team members respond to environmental and organizational changes more effectively during team development and increase the effectiveness of team interaction. This finding helps us better understand the mechanism and context under which entrepreneurial heterogeneity may enhance the team’s decision-making performance.

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

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.

Who Gets Time Off? Prioritizing Planned, Family Responsibility Leave Requests

This role play focuses on team decision making and is designed for undergraduate and graduate human resource management (HRM) and organizational behavior (OB) courses. It can also support management seminars. Working within Employee Teams, Department Teams, or Manager Teams, students decide which three of five employees will obtain family responsibility leave. For HRM courses, the exercise focuses on interpreting and applying family responsibility leave, which illustrates day-to-day personnel planning. For OB courses, the debriefing centers on comparing decision-making models and discussing how beliefs and attitudes influence decision making; it also supports exchanges about the influence of conflict, domination, and groupthink on team decision making. For both OB and HRM courses, the exercise helps students compare individual and team decisions, discuss the effects of team composition on decision making, and analyze the fairness of their decisions. Instructors can conduct the activity in class or online.

Toward a better understanding of team decision processes: combining laboratory experiments with agent-based modeling

Despite advances in the field, we still know little about the socio-cognitive processes of team decisions, particularly their emergence from an individual level and transition to a team level. This study investigates team decision processes by using an agent-based model to conceptualize team decisions as an emergent property. It uses a mixed-method research design with a laboratory experiment providing qualitative and quantitative input for the model’s construction, as well as data for an output validation of the model. First, the laboratory experiment generates data about individual and team cognition structures. Then, the agent-based model is used as a computational testbed to contrast several processes of team decision making, representing potential, simplified mechanisms of how a team decision emerges. The increasing overall fit of the simulation and empirical results indicates that the modeled decision processes can at least partly explain the observed team decisions. Overall, we contribute to the current literature by presenting an innovative mixed-method approach that opens and exposes the black box of team decision processes beyond well-known static attributes.

Honoring Team Decision-Making During Manifestation Determination Meetings Through Collaborative and Proactive Solutions

The Individuals With Disabilities Education Act requires schools to conduct a manifestation determination (MD) meeting when suspending students with disabilities for more than 10 days. The MD procedure is intended to safeguard educational access by providing a process to determine if a student’s disability is related to the suspending behavior. An accurate decision requires educational team members to effectively collaborate to review relevant data and the student’s individualized education program. Collaborative and proactive solutions (CPS) offer a framework for collaboration that may ensure that all team members meaningfully participate during the MD meeting while encouraging a rigorous analysis of student-specific data. The use of CPS is proposed as a framework to generate meaningful collaboration in MD meetings, which may result in positive student outcomes that reach beyond merely addressing a behavioral violation.