Cited by 193Team Dynamics and PerformanceSocial and Intergroup PsychologyDecision-Making and Behavioral Economics

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The potential for social contextual and group biases in team decision-making: biases, conditions and psychological mechanisms

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Jones, Paul E., Roelofsma, Peter H. M. P.·2000·Ergonomics

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Abstract

This paper provides a critical review of social contextual and group biases that are relevant to team decision-making in command and control situations. Motivated by the insufficient level of attention this area has received, the purpose of the paper is to provide an insight into the potential that these types of biases have to affect the decision-making of such teams. The biases considered are: false consensus, groupthink, group polarization and group escalation of commitment. For each bias the following four questions are addressed. What is the descriptive nature of the bias? What factors induce the bias? What psychological mechanisms underlie the bias? What is the relevance of the bias to command and control teams? The analysis suggests that these biases have a strong potential to affect team decisions. Consistent with the nature of team decision-making in command and control situations, all of the biases considered tend to be associated with those decisions that are important or novel and are promoted by time pressure and high levels of uncertainty. A concept unifying these biases is that of the shared mental model, but whereas false consensus emanates from social projection tendencies, the rest emanate from social influence factors. The authors also discuss the 'tricky' distinction between teams and groups and propose a revised definition for command and control team. Finally, the authors emphasize the need for future empirical research in this area to pay additional attention to the social side of cognition and the potential that social biases have to affect team decision-making.

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Authors: Jones, P. E., & Roelofsma, P. H. M. P.
Affiliations: Vrije Universiteit Amsterdam (NL)
ORCID: Roelofsma, Peter H. M. P.
Venue: Ergonomics
Publisher: Informa UK Limited
Published: 2000-08
Volume: 43
Issue: 8
Pages: 1129-1152
ISSN: 0014-0139 (ISSN-L)
1366-5847
DOI: 10.1080/00140130050084914
OpenAlex: W2026199144
Cited by: 193
References: 89
Citations by year: 2026: 7 · 2025: 11 · 2024: 16 · 2023: 8 · 2022: 16 · 2021: 10 · 2020: 8 · 2019: 3 · 2018: 8 · 2017: 12 · 2016: 7 · 2015: 6 · 2014: 7 · 2013: 4 · 2012: 7
FWCI: 0.54
Type: journal article
Language: en
Open access: green
research.vu.nl
Licence: other-oa
Locations: Ergonomics (publishedVersion)
PubMed (publishedVersion)
VU Research Portal (publishedVersion, other-oa)
Digital Academic REpository of VU University Amsterdam (Vrije Universiteit Amsterdam) (submittedVersion)
Data Archiving and Networked Services (DANS) (submittedVersion, other-oa)
Topics: Social Sciences › Psychology › Social Psychology › Team Dynamics and Performance
Social Sciences › Sociology and Political Science › Social and Intergroup Psychology
Social Sciences › Decision Sciences › General Decision Sciences › Decision-Making and Behavioral Economics
Keywords: team decision-making, false consensus effect, groupthink, group polarization, escalation of commitment, shared mental models, social influence, social projection, time pressure, uncertainty, social cognition
MeSH terms: Decision Making, Organizational, Group Processes, Humans, Institutional Management Teams, Models, Psychological, Social Behavior, Task Performance and Analysis

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The potential for social contextual and group biases in team decision-making: biases, conditions and psychological mechanisms

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