ABSTRACT
As size, level of specialization and technology have increased within our organizations, dependence upon group activity has also increased. In order to get all the facts, to analyze them, to decide and to act; more than one mind is needed. The question is not whether to use groups, but rather how and when they can be used most effectively. The major purpose of this paper is to examine interdependent problem-solving and decision-making activities from two perspectives—the general case of employee involvement practices and the specific case of ad hoc team activity such as value engineering. Intelligent use of these approaches requires understanding of the mechanisms by which they work and the conditions under which they will be most effective. Additionally this paper discusses some of the operating problems that arise as people work in groups. Ways to reduce such problems and increase positive effects of assembly are discussed with emphasis on issues of communication and leadership.
