Cognitive Biases in Group Decision-Making Processes and Their Impact on Decision Quality

Abstract

This paper systematically explores the manifestations of cognitive biases in group decision-making processes and their impact on decision quality. As a decision-making form characterized by multi-agent participation and collective deliberation, group decision-making is widely applied in organizational management, public policy formulation, and social governance. However, cognitive biases inherent in individual members and their interactions significantly constrain decision effectiveness. The article begins by reviewing the basic processes and characteristics of group decision-making, as well as the psychological and social origins of cognitive biases. Building on this foundation, it focuses on analyzing the specific manifestations and mechanisms of typical cognitive biases—such as availability bias, selective attention, representativeness bias, anchoring effects, confirmation bias, and groupthink—during the three stages of information collection, information evaluation, and decision formation. These biases lead to fragmented information acquisition, distorted judgment, and opinion convergence, thereby reducing decision accuracy, increasing risks, and hindering team collaboration. To address these issues, the article proposes systematic strategies from three aspects: enhancing members’ cognitive abilities, optimizing decision-making processes and mechanisms, and fostering an open and inclusive team atmosphere.