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Team Decision-Making in Crisis: How Affect Asymmetry and Team Process Norms Affect Decision-Making

aUniversity of Southern Mississippi, USA
bUniversity of Tennessee, USA
cThe University of Queensland, Australia
dGriffith University, Australia
eImperial College, UK
fKennesaw State University, USA

Emotions During Times of Disruption

ISBN: 978-1-80382-838-1, eISBN: 978-1-80382-837-4

Publication date: 20 January 2023



Teams in extreme and disruptive contexts face unique challenges that can undermine coordination and decision-making. In this study, we evaluated how affective differences between team members and team process norms affected the team's decision-making effectiveness.


Teams were placed in a survival simulation where they evaluated how best to maximize the team's survival prospects given scarce resources. We incorporated multisource and multirater (i.e., team, observer, and archival) data to ascertain the impacts of affect asymmetry and team process norms on decision-making effectiveness.


Results suggest that teams with low positive affect asymmetry and low process norms generate the most effective decisions. The least effective team decision performance occurred in teams characterized by high variance in team positive affectivity (high positive affect asymmetry) and low process norms. We found no similar effect for teams with high process norms and no effect for negative affect asymmetry, however, irrespective of team process norms.


These findings support the affect infusion model and extend cognitive resource theory, by highlighting how affect infusion processes and situational constraints influence team decision-making in extreme and disruptive contexts.



Collins, B.J., Munyon, T.P., Ashkanasy, N.M., Gallagher, E., Lawrence, S.A., O'Connor, J. and Kessler, S. (2023), "Team Decision-Making in Crisis: How Affect Asymmetry and Team Process Norms Affect Decision-Making", Troth, A.C., Ashkanasy, N.M. and Humphrey, R.H. (Ed.) Emotions During Times of Disruption (Research on Emotion in Organizations, Vol. 18), Emerald Publishing Limited, Leeds, pp. 169-194.



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