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Deviance in organizational decision making: using unanimous decision rules to promote the positive effects and alleviate the negative effects of deviance
Author(s) -
Rijnbout Jasmine S.,
McKimmie Blake M.
Publication year - 2014
Publication title -
journal of applied social psychology
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.822
H-Index - 111
eISSN - 1559-1816
pISSN - 0021-9029
DOI - 10.1111/jasp.12238
Subject(s) - deviance (statistics) , psychology , dissent , social psychology , positive deviance , statistics , political science , law , mathematics , politics
When deviance occurs during group decision making, it can lead to increased innovation and improved decision outcomes. Group members, however, often rate the group climate as lower for having experienced dissent. The current study used a hidden profile framework to investigate the effects of deviance and decision rule on task outcome and group climate. Results found that working under a unanimous decision rule increases the likelihood of shared information improving the overall decision outcome and also alleviates some of the negative consequences associated with deviance. Results have significant implications for both research on group deviance and the application of deviance techniques within organizational settings.