A self-regulation perspective on hidden-profile problems: if–then planning to review information improves group decisions

In hidden-profile (HP) problems, groups squander their potential to make superior decisions because members fail to capitalize on each other’s unique knowledge (unshared information). A new self-regulation perspective suggests that hindrances in goal striving (e.g., failing to seize action opportunities) contribute to this problem. Implementation intentions (if–then plans) are known to help deal with hindrances in goal striving; therefore, supporting decision goals with if–then plans should improve the impact of unshared information on group decisions. Indeed, in line with past research, control participants in two experiments rarely identified the best alternative despite monetary incentives and setting decision goals. In contrast, simply adding if–then plans to review advantages of the non-preferred alternatives before making the final decision significantly increased solution rates. Process manipulations (Experiment 1) and measures (Experiment 2) indicate that conceptualizing HP problems as a self-regulation challenge provides explanatory power beyond existing accounts. Copyright © 2014 John Wiley & Sons, Ltd. key words decision making; self-regulation; implementation intentions; hidden-profile paradigm; group performance Suboptimal decisions are costly as they squander perfor-mance potential. Improving decision making is thus a key interest to researchers and practitioners (Milkman, Chugh, & Bazerman, 2009). Groups can make more informed decisions than individuals when group members bring their unique knowledge to the table and consider it jointly. However, research from the past 25 years suggests that groups frequently fail to realize this potential (review an