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To this end, synergy can be likened to economies of scope, whereby the quality of decisions reached goes up with the inclusion of more minds (Nelson & Quick, 2012). Information-sharing is based on the idea that every individual possesses some unique information besides that which is known by everyone (Nelson & Quick, 2012). When several individuals come together in a group, they consolidate these unique pieces of information, creating a more complete informational platform and consequently, a decision of high quality (Nelson & Quick, 2012).
Group decision making is not without its share of drawbacks; i) since the technique is built on consultations, it usually involves lengthy procedures that could be quite costly to the organization, ii) it could kill team spirit, especially if some members feel that they are being shortchanged, iii) decisions are largely influenced by members' relative statuses - in an academic group task, for instance, members could adopt an option just because it has been voiced by the smartest member and, iii) groupthink could develop, especially if effective consensus-determination conditions have not been established (Nelson & Quick, 2012).
Individual Decision Making: the advantages...
This only means that a lot is still unclear in the group vs. individual decision making debate and that there is need for more research.
References
Band, J. & Partridge, L. (2001). Advanced Decision Making. Beaconsfield, Buckinghamshire: Select Knowledge Ltd.
Bazerman, M.H. & Don, a.M. (2008). Judgment in Managerial Decision-Making (7th ed.). New York: John Wiley and Sons.
Nelson, D. & Quick, J. (2012). Organizational Behavior: Science, the Real World, and You (8th ed.). Mason, OH: Cengage Learning.
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