Abstract for: Interpersonal relations, emotion and decision making support: conceptualization and a proposal for measurement

Approaches to decision making support such as group model building reserve an important role for concepts laden with emotion. Depending on the relevance of the issue at hand, decision makers are more or less motivated to process information. In the decision process affective (relationship) conflict may emerge. Attending to information and to interpersonal relations helps to build problem understanding, culminating in joint commitment to actions to improve the situation. Regardless of the central role of emotion, descriptions of the decision making process focus largely on information exchange and cognition. In the decision support literature, decision making teams seem to consist of participants brought together for the first time, who squarely focus on analysing the issue at hand and in the process build positive interpersonal relations. This paper describes the role of emotions and interpersonal relations in team decision making by deducing central concepts based on psychological theories and empirical studies in business and strategy. Concepts are operationalized and used to analyse a strategy formation process at a Dutch water authority. We end with recommendations for facilitators, team leaders and researchers.