Abstract
Deciding is an important macrocognition function for small teams performing overconstrained tasks. It is unclear how macro cognition strategies differ for small teams that work in a traditional face to face configuration as opposed to a physically distributed configuration. In this study, a process tracing analysis was conducted to identify differences in deciding strategies for face to face as compared to distributed three-person teams executing a military logistics planning task. Deciding strategies employed by emergent leaders were found to include conversation dominance, using the identification of a plan for submission as the work stopping rule, and strengthening and weakening commitment to a solution by ruling out options, adding new factors for consideration, and delaying commitment to any solution. Distributed teams used one strategy significantly more often than face to face teams: ruling out options. Implications are discussed.
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