Social Information Processing and Group-Induced Shifts in Responses to Task Design

Abstract

A repeated-measures control group experiment, designed in the group polarization tradition, revealed significant shifts in individuals' task perceptions and attitudes after discussion with coworkers. A process incorporating converging perspectives on task design—whereby employees form initial reactions to tasks, process incoming social information, and adjust their perceptions accordingly—is suggested. Impli cations for managers and change agents are discussed.