The consequences of Individual Dissimilarities and Anonymity on Dedication to Decisions: Preliminary Evidence

 The Effects of Individual Differences and Anonymity about Commitment to Decisions: Preliminary Evidence Article

Title: The consequence of individual dissimilarities and anonymity on determination to decisions: preliminary proof Author(s): Alan Monk and V. Srinivasan Rao

Origin: The Diary of Social Psychology.  139. 4 (Aug. 1999): p496. Document Type: Article

Subjective: �

This kind of study reviewed the effects of inner-motivation, other-motivation, and anonymity about escalation to commitment, by using an extended type of Staw's financial allocation task (B. M. Staw, 1976). Participants' inner-motivation and other-motivation were measured with scales made for this analyze. Participants had been told there would be a group dialogue and that they would need to make decisions. Their escalations to dedication might have occurred in anticipation of having to rationalize their decisions to others. Other-motivation was related positively with initial determination. Final commitment was in a negative way correlated with participants'inner-motivation. It is possible that once the simple views in the others became known, the participants adjusted their obligations to echo their inner-motivation. Invisiblity did not influence commitment. Experts have evaluated the reasons basically makers remain committed or even increase their amounts of commitment in escalation scenarios (Bazerman, Giuliano, & Appelman, 1984; Conlon & Wolf, 1980; Staw, 1976). In accordance to Staw and Ross (1987), escalation situations are " problems where costs are suffered in a intervention, where there is definitely an opportunity to pull away or persevere, and where consequences of persistence and withdrawal happen to be uncertain" (p. 40). Studies of escalation situations have demonstrated that larger levels of personal responsibility for a business financial commitment that triggered a financial problem were correlated with higher amounts of commitment for the original opportunity. However , the amount of responsibility described only roughly 20% in the variance in commitment (Bazerman et approach., 1984; Staw, 1976). Obviously, there are other factors that influence escalation to commitment. All of us explored the consequences of personality-related factors (including individuals' inner-motivation and other-motivation) and anonymity on escalation to commitment. Personality-Related Factors

Inner-motivation is the propensity to behave and justify previous actions within a manner consistent with the need to keep a self-image of competence; other-motivation is the propensity to react and rationalize past activities in a manner consistent with the have to maintain a image of skills. Internal and external reason processes constitute the basis of Staw's (1981) details of escalation behavior. We argue that the extent that these techniques are involved is known as a function of inner-motivation and other-motivation. Salancik (1977) recommended that commitment to a decision is a function of the publicness of the decision. Decision producers seem inclined to commit to their previous courses of action when important others know about their roles as initial decision makers. Conversely, it is often suggested that anonymity in decision making can cause lower amounts of commitment. Nevertheless , this premise has not been evaluated in depth, perhaps because unknown decision making hasn't previously been possible in organizations; consequently , the effect of anonymity in escalation to commitment might not have been deemed relevant. The latest advances in computer technology, like the use of Group Support Devices (GSS; Dennis, George, Jessup, Nunamaker, & Vogel, 1988), have made it simple for group associates to offer anonymous suggestions and to make anonymous decisions. Because of the elevating use of GSS (DeSanctis, Snyder, & Poole, 1991; Nunamaker et ing., 1989; Vogel & Mittleman, 1991) and the prominence of anonymity in GSS (Benbasat, DeSanctis, & Nault, 1993), there is a developing need to be conscious of the effects of applying anonymity in group decision making, including the effects in escalation to commitment. Invisiblity...

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