Leaderless group decision-making denotes the idea that political decisions from a non-hierarchical discussion structure can be more legitimate and effective than those from a hierarchical structure. Since the latter half of the 20th century, such decision-making has been practiced widely in community groups, non-governmental organizations (NGOs), “deliberation” forums, as well as in the business and management settings. While one may argue its origins go back to Athenian direct democracy, it was the zeal of the 1960s participatory democracy movement in the United States that produced the more sophisticated principles, philosophies, and mechanics of leaderless group decision-making. The progressive social movement activists at that time considered non-hierarchical groups as ethically appropriate to their causes. Since then, this tradition of leaderless group decision-making processes has been adopted in many grassroots social movements. Debates and controversies abound concerning leaderless group decision-making. It has been a normative imperative for many social activists to adopt decision-making in a leaderless manner. Research to date, however, has produced no conclusive evidence that leaderless group discussion results in better or more effective decisions. Proponents argue that members of a leaderless group would develop greater capacities for self-governance because in such a setting they can take more personal and egalitarian initiatives to organize activities of the group. This, in turn, would lead to better group dynamics and discussion, and, eventually, better decisions. Critics suggest that leaderless groups are slow and inflexible in decision-making and that the supposedly leaderless groups usually end up with leaders because of the social dynamics and human nature present in group interactions. Regardless of its potential benefits and problems, the ideals of deliberative and participatory democracy are strongly propelling this egalitarian, discourse-based form of group decision-making. Researchers will gain a great deal of insight from literature in deliberation concerning the functions, problems, and future directions of leaderless groups. In addition, there is a need to study leaderless groups in a more multi-faceted way, as research to date has been dominated by psychology-based quantitative assessment of groups. Qualitative and ethnographic approaches will be helpful to further assess the dynamics of leaderless group decision-making.
Eran Halperin and Noa Schori-Eyal
Moral emotions such as guilt, shame, and pride play a central role in motivating and regulating many of people’s thoughts, feelings, and behaviors. When moral emotions are experienced on behalf of one’s group, they can have a deep impact on intergroup relations as well, particularly in situations of intergroup conflict. If society members feel that they, due to their association with the group, are responsible for the disproportional and illegitimate suffering of outgroup members, they may experience moral emotions like guilt and shame. These emotional responses can potentially motivate society members to enact a range of political response tendencies, varying from pure defensiveness, resulting in opposition to any relevant compromise, to sincere willingness to offer an apology or to compensate the outgroup. Of these group-based emotions, guilt has the greatest potential to contribute to the amelioration of intergroup relations in violent, protracted conflicts. Group-based guilt requires the fulfillment of several conditions, including perceived responsibility for the offense; a specific composition or level of identification with the transgressing group; and appraisal of the guilt-inducing action as unjust, immoral or unfair. Group-based guilt is not a prevalent emotion, and various defense mechanisms are frequently employed to curb it. However, when it does arise the experience of guilt in the name of the group can be an important factor in motivating individuals to support policies aimed at compensating victimized groups and their society, either through material reparations or more symbolic gestures such as formal apologies for the harm incurred. Guilt-driven ameliorative actions such as formal apologies or monetary compensation are an important step towards conflict resolution and reconciliation. While up-regulation of group-based guilt is a challenging process, several research directions demonstrate that this emotion can be induced and harnessed to promote conflict resolution and more harmonious intergroup relations.
Advisory groups and their dynamics play a critical role in crisis management. If they function well and complement the leadership styles of political leaders, advisory groups can provide broad information search, diverse advice and perspectives, and reinforce a leader’s own strengths. They can surround an inexperienced leader with advisors possessing policy expertise or experience in an issue area. On the other hand, advisory groups can also easily fall into more dysfunctional patterns where they do not compensate for a leader’s weaknesses, fail to provide varied perspectives or alternative views, and engage in limited information gathering. Advisory groups can help seal an administration into an “alternative reality bubble” during crises, resulting in policy decisions being made based upon faulty perceptions instead of realities. How should we seek to understand advisory groups and crises? The first cut should involve the consumer of the advisory group’s inputs themselves, the leader. Advisory groups almost always serve at the pleasure of the leader, not themselves, and therefore the leaders will play a major role in determining their influence, how the groups will function, and their importance during crisis decision making. Important variables such as leadership style, sensitivity to context and need for information on the part of leaders, how much control they require over the policy process, and how their prior experience or expertise leads them to rely more or less upon advisors must be examined. The second focus should be upon the advisory groups themselves, their internal dynamics and reactions to stress, how decision rules and policy formulation occurs, and how group pathologies can undermine their crisis performance. Variables such as group malfunctions resulting from stress and the needs for cohesion during crisis (like groupthink) or the splintering of group consensus to warring factions that undercut cohesion (like polythink) must be considered. The stage of development an advisory group is in (i.e., newgroup versus established), the stage of the policymaking process involved (i.e., deliberative versus implemental), how sequential decision-making processes function, the composition of the group members (i.e., experts versus novices), the type of crisis the group faces, and the bureau-political dynamics involved all impact crisis management.
Alessandro Del Ponte, Reuben Kline, and John Ryan
Behavioral economics is an interdisciplinary field of inquiry that incorporates insights from psychology to enrich standard economic models which assume perfectly rational individuals. Empirical research in behavioral economics typically employs incentivized experiments that use economic games with real money on the line. In these experiments, subjects are awarded financial payoffs based on the decisions they make (either individually or as part of a group) in an institutional context designed by the researcher. Behavioral economics is well suited for political science because behavioral economics is interdisciplinary by nature and political science is not bound by any particular research paradigm. At the same time, the method is still novel to many political scientists despite many years of its use to study political topics in a variety of research areas. What unites the application of the method to these areas is the explicit consideration of conflict. For instance, scholars have uncovered social conflict between groups (e.g., voter polarization in the United States) using behavioral games as measures, or they have designed experiments around elections to test theories of candidate and voter behavior. Because of the clear financial incentives, economic experiments are especially useful for studying people’s actual preferences in areas such as redistribution as opposed to their stated preferences. Finally, the method can be used to design institutions that will help overcome conflict over scarce resources. In sum, the strengths of behavioral economics include: (a) the ability to vary institutional contexts; (b) clear incentives that ensure valid measures of preferences; (c) direct measures of behaviors instead of stated intentions which could be confounded by outside pressures such as social desirability.
Ray Block Jr.
Simply defined, stereotypes are commonly-held beliefs about groups of people. Racial stereotypes are the widely shared perceptions that people have about certain social groups and the individuals who are members of those groups. To understand the large and growing literature on racial stereotypes, it is useful to organize this body of research by whether stereotypes are being explored as dependent variables or as independent variables. When the focus is on dependent variables, scholars investigate why racial stereotypes exist and how they work. Conversely, the work on stereotypes as independent variables emphasizes their influence on both attitudinal and behavioral outcomes. Special attention should also be paid to the stereotypes that are often applied to people who exist at the intersections of multiple racial, ethnic, gender, and sexuality groups (for example, those attributed female and non-binary persons of color).