Description

Book Synopsis

In the knowledge economy, teams play a central role in decisions made within and across organisations. The reason why teams with diverse compositions are often used is arguably their ability to develop solutions that none of their members could have produced alone. Systems design, strategy and policy development, risk management, and innovation are just a few of the areas that call for team decisions. Unfortunately, a considerable number of behavioural research studies show that teamworkis fraught with difficulties. Teams often underestimate their fallibility, struggle with conflict, or are unable to share and integrate critical information effectively. Indeed, the evidence shows that two out of three teams do not achieve their goals and half of organisational decisions many of which are team decisions fail.

In this book, the authors draw from research in psychology, decision and systems sciences as well as their own research and consulting work that spans more than 20 years

Engaged Decision Making

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    A Paperback by Etienne A. J. A. Rouwette

    £42.99

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    Order before 4pm tomorrow for delivery by Fri 11 Sep 2026.

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      Book details

      Publisher Taylor & Francis
      Imprint Taylor & Francis Ltd
      Published 1 November 2024
      ISBN-13 9781032503516
      978-1032503516
      ISBN-10 1032503513
      Also in:
      Psychological theory

      Description

      Book Synopsis

      In the knowledge economy, teams play a central role in decisions made within and across organisations. The reason why teams with diverse compositions are often used is arguably their ability to develop solutions that none of their members could have produced alone. Systems design, strategy and policy development, risk management, and innovation are just a few of the areas that call for team decisions. Unfortunately, a considerable number of behavioural research studies show that teamworkis fraught with difficulties. Teams often underestimate their fallibility, struggle with conflict, or are unable to share and integrate critical information effectively. Indeed, the evidence shows that two out of three teams do not achieve their goals and half of organisational decisions many of which are team decisions fail.

      In this book, the authors draw from research in psychology, decision and systems sciences as well as their own research and consulting work that spans more than 20 years

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