Second, because each intervention layered on team processes can introduce variance , we expected CM teams to exhibit more variability, in terms of decision quality, than their FTF counterparts. We also hypothesized that stepladder teams will be more variable than conventional teams of decision makers and that CM stepladder teams will display the most variability of all. Third, we expected decision making time to follow the same pattern as solution variability, such that CM teams will take more time than FTF teams, stepladder teams will take more time than conventional teams, and CM stepladder teams will take the most time to reach a team decision. Fourth, we hypothesized that, overall, FTF teams will be more satisfied than CM teams. Eighty 4-person teams participated in the study.
Participants first perform the task, and then reanalyze the problem with their team members.
Solution scores are determined by the difference between participant rankings and predetermined expert rankings. After finishing the task, all participants completed a questionnaire that was designed to assess team member satisfaction. These findings support the hypothesis that the stepladder technique is only effective in the FTF condition. This study has important implications for implementing computer-mediated team decision making systems in organizations. Our results indicate that there is an interaction between communication media and team decision making interventions such as the stepladder technique.