Simulating the Effect of Social Influence on Decision-Making in Small, Task-Oriented, Groups

This paper describes a simulation study of decision-making. It is based on a model of social influence in small, task-oriented, groups. A process model of dyadic social influence is built on top of a dynamic model of status and task participation that describes the emergence of a stable power and prestige order. Two models of group decision-making are examined: a static model for which the beliefs of actors do not change, and a process model for which they do as a function of the standing of each member of each interacting pair in the evolving power and prestige order. The models are compared on a set of N=111 cases, each requiring an affirmative or negative group response to a proposition A(c) that pertains to a case c. Initial beliefs are assigned to each of five members of distinct professions based on an analysis of independently collected behavioral data pertinent to the proposition to be affirmed or denied in each case. Although the two influence models yield identical decisions in 70% of the cases examined, the differences between them are statistically significant and in several instances show a medium effect size. Most importantly, the differences can be explained in terms of social influence and the status and task participation model on which it depends