This research provides a literature review of decision making processes in small groups. This literature review is performed within the general context of small group communica tions.
Decision making in groups has been described as a process of behavior with the economic model (or total rationality) at one extreme, and with the social model (or complete irrational ity) at the other extreme (Kimberly, & Rottman, 1987). This description implies that only irrational decision making accords human values precedence over economic values. In the group environments of the early 1990s, some middle ground must be found between these extremes, for it is evident that neither set of values can be ignored.
It is recognized that the application of specific approaches to decision making must, to some extent, consider leadership styles, personalities, and group requirements (Lenz, & Engledow, 1986). First, in the context of group conflict, which often develops at the time of change implementation, the decision making behaviors of managers and administrators affect significantly the development of such conflict, and these
1 2decision making behaviors are products of the leadership styles of the administrators and managers (Schilit, & Paine, 1987). Second, specific approaches to decision making will often be shunned, if the procedure conflicts with the cognitive perspec tives of decision makers (Schwenk, 1988).
Leadership style will vary between the extremes of task and relationships orientations, between authoritarian leader ship and participative management, and between directive leadership and group decision making. The manager or adminis trator who is completely task oriented will likely make change implementation decisions which are geared to getting the job done. Such decisions will tend to concentrate on the economic use of material and human resources, regardless of the socio psy chological impact such decisions may have...