ABSTRACT

When individuals have to make complex decisions, they often simplify their task by using mental shortcuts. They, for instance, emphasise information that comes to mind readily or that confirms their current beliefs and preferences. These mental shortcuts are only two of the many examples that have been discovered in research. Individuals may be unaware both of using these simplifying heuristics and of the resulting biased, suboptimal decision. In organisations, complex decisions are often delegated to teams. Teams offer a number of potential advantages over individuals such as greater thinking capacity, expertise, information, and perspectives. Team members are also more likely to support the decision or recommendation because of their participation in the decision-making process. However, individual biases are not automatically corrected when working as a team. Groups need to be supported to realise their full decision-making potential.