The collective preference for shared information

Decision-making groups prefer to discuss shared information that all member s know instead of unshared information that a single member knows. This bia s toward discussing shared information can lead groups to make subpotimal d ecisions when unshared information is critical for good decision making. Th is preference for discussing shared information may stem from group members ' positive evaluations of each others' task capabilities when shared inform ation is communicated. Members who already are perceived as capable (i.e., those high in status, experts. and leaders) need not bolster their image by communicating shared information. Instead, they discuss unshared informati on more than members perceived as less capable. As members low in status ga in respect by communicating shared information, they may risk mentioning un shared information later during discussion. Assigning group leaders, inform ing members of their expert roles, and allowing ample time for discussion m ay increase groups' discussion of unshared information.