Individual versus group problem solving: An empirical test of a best-member strategy

Abstract It is generally accepted that group performance is a positive function of member ability. However, most research has focused on process losses and gains from poor group dynamics and group creativity, respectively. While the high level of performance by a group's best member is often noted, it is rarely incorporated into the theories and interventions. This study shows that a “best-member strategy” can equal the performance of an interacting group. In such a strategy, the group adopts as its own the individual decision of the member it identifies as “best.” This decision rule is no more risky than a group decision as measured by outcome variance, and the ability to identify expertise is independent of individual task skill. Furthermore, the often hypothesized error correction mechanism of interacting groups is found not to rectify large errors more effectively than noninteracting groups, and the quality of emergent solutions is no better than that of nonemergents. The subjects are 158 managers and graduate students working in 28 groups. The task is the NASA moon problem.

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