How do groups make decisions? What are the (neurobiological) key mechanisms, at the individual and at the group level, that drive individuals to seek and process information in a more or less systematic manner? Does systematic information processing always promote high quality decisions, or may it sometimes impede decision making quality? How do individual level biases in decision making transfer to group level biases? What happens when groups make sequential decisions? Do previous decisions affect subsequent decisions, and under what circumstances? How do individuals in a group decide between freeriding and costly investments in their group, and when do they decide to contribute at a personal cost? And when does competition within the group and between groups stimulate groups’ performance and decision making quality, and when does it hinder? These are some of the questions we are currently working on.
Ten Velden, F. S., Baas, M., Shalvi, S., Kret, M. E., & De Dreu, C. K. (2014). Oxytocin differentially modulates compromise and competitive approach but not withdrawal to antagonists from own vs. rivaling other groups. Brain Research, 1580, 172-179.
The increase of ethnic, gender, and age diversity at work makes it important to understand how differences between team members affect the processes and outcomes of these teams. Under which conditions are groups likely to reap the benefits of their differences and avoid the downsides of their diversity? In our past and ongoing research, we are reviewing and testing practical interventions that organizations could use to develop well-performing diverse teams, such as diversity training, diversity attitudes and beliefs, and leadership behaviors.
Galinsky, A. D., Todd. A.R., Homan, A. C., et al. (2015). Maximizing the gains and minimizing the pains of diversity: A policy perspective. Perspectives on Psychological Science, 10, 742-748.
Homan, A. C., Buengeler, C., Eckhoff, E., Van Ginkel, W., & Voelpel, S. C. (2015). The interplay of diversity training and diversity beliefs on team creativity in nationality diverse teams. Journal of Applied Psychology, 100, 1456-1467.
Homan, A. C., & Greer, L. L. (2013). Considering diversity: The positive effects of considerate leadership in diverse teams . Group Processes and Intergroup Relations, 16, 105-125.
Rosenauer D., Homan, A. C., Horstmeier, C. A. L., & Voelpel, S. C. (in press). Managing nationality diversity: The interactive effect of leaders' cultural intelligence and task interdependence. British Journal of Management. DOI: 10.1111/1467-8551.12131