Engaging Groups And Organizational Decisions: A Social Dilemma Perspective

Purpose - The purpose of this chapter is to explore the implications of viewing group decision-making through the lens of a social dilemma.Design/methodology/approach - The chapter reviews the literature on why group decision-making often fails to live up to its potential, and then applies the social dilemma perspective to develop new insights about how the limitations of group decision-making might be overcome.Findings - Applying the social dilemma perspective to group decision-making provides several prescriptions for group decision-making improvement by highlighting a critical distinction between participation and engagement.Limitations - An important limitation of applying the social dilemma perspective to group decision-making is that improving group engagement by redefining member duty carries the risk of energizing dissent that only questions the group's answer and not the group's question.Practical implications - The chapter refocuses the dialogue about group decision-making effectiveness away from "just'' participation to include group member engagement.Social implications - A key social implication of this chapter is that all social behavior represents a social dilemma, and that viewing everyday social activities (such as group decision-making) as social dilemmas can help identify new ways to understand cooperation failures and thereby improve future cooperation in groups.Originality/value - The chapter extends and re-energizes research on group decision-making by providing a fresh lens - the social dilemma perspective - through which to understand and improve group decision-making failures.