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Decision-making as a Facilitator of High-achievement in Non-hierarchical Technical Environments
Abstract
This chapter presents a look at the decision-making methods used by real-life, collegial, high-achieving, technical teams and organizations. One may argue that the type of technical team that is being considered is not critical. When a group of individuals come together to examine and solve a tough technical challenge the synergy created in reaching a conclusion is usually quite astounding. As the author will explore in this chapter, many researchers have come to the conclusion that the manner in which those teams make decisions is one factor that affects the achievement level of the team. It is then reasonable to suggest that an organization’s achievement level is related to the decision-making method of its technical teams. This chapter contains a review of the published literature on team decision-making. In keeping with the practical-level theme of this book, also discussed are the results of a unique study of 31, intact, real-life, technical teams. The teams operated in open, unbounded environments. The resulting theory that emerged from the data was that a collegial, technical, team’s selection of the majority-rule method may be an indicator that the team will reach a high-achievement level. The preceding is important because contemporary work organizations may not be obtaining the maximal benefits from their work teams if they attempt to “force” teams to implement other types of decision-making methods.
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