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Stueckle, S., & Zinner, D. (2008). To follow or not to follow: decision making and leadership during the morning departure in chacma baboons. Anim. Behav., 75(6), 1995–2004.
Abstract: To benefit from group living, group members need to keep the group cohesive by coordinating time and direction of travelling. Self-organization and leadership are two means of coordination and two types of decision can be made on the group level: combined and consensus. We studied the initiation process of group movements during the morning departure of a group of chacma baboons, Papio hamadryas ursinus, from its sleeping site in De Hoop Nature Reserve, South Africa. Findings from other female-bonded primate groups led us to hypothesize that females should play a major role in the decision-making process. Approximately 75% of the adults made a start attempt, with 62 of 92 attempts being by males. There was no sex difference in the probability of being successful when initiating an attempt. Lactating females initiated fewer than pregnant or cycling females. Thus, at least for this group of chacma baboons, leadership appeared to be distributed and the decision about the timing of departure and travel direction seemed to be a partially shared consensus decision with adult males contributing more to the decision outcome, with a slightly more prominent role of the dominant male. Our results do not support the [`]leading females' hypothesis. No behavioural patterns that might serve as specialized signals leading to a more successful recruitment of other group members were observed. The departure process appeared to be coordinated merely through individuals setting an example by moving off.
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King, A. J., Douglas, C. M. S., Huchard, E., Isaac, N. J. B., & Cowlishaw, G. (2008). Dominance and affiliation mediate despotism in a social primate. Curr Biol, 18(23), 1833–1838.
Abstract: Group-living animals routinely have to reach a consensus decision and choose between mutually exclusive actions in order to coordinate their activities and benefit from sociality. Theoretical models predict “democratic” rather than “despotic” decisions to be widespread in social vertebrates, because they result in lower “consensus costs”-the costs of an individual foregoing its optimal action to comply with the decision-for the group as a whole. Yet, quantification of consensus costs is entirely lacking, and empirical observations provide strong support for the occurrence of both democratic and despotic decisions in nature. We conducted a foraging experiment on a wild social primate (chacma baboons, Papio ursinus) in order to gain new insights into despotic group decision making. The results show that group foraging decisions were consistently led by the individual who acquired the greatest benefits from those decisions, namely the dominant male. Subordinate group members followed the leader despite considerable consensus costs. Follower behavior was mediated by social ties to the leader, and where these ties were weaker, group fission was more likely to occur. Our findings highlight the importance of leader incentives and social relationships in group decision-making processes and the emergence of despotism.
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Jacobs, A., Maumy, M., & Petit, O. (2008). The influence of social organisation on leadership in brown lemurs (Eulemur fulvus fulvus) in a controlled environment. Behav. Process., 79(2), 111–113.
Abstract: Studies on leadership during group movements in several lemur species showed that females were responsible for the travelling choices concerning time and direction. Interestingly, in these species females are dominant over males. We investigated the influence of social organisation upon leadership processes by studying a lemur species in which social organisation is characterized by the absence of female dominance: the brown lemur (Eulemur fulvus fulvus). The study was conducted on a semi-free ranging group of 11 individuals and the analysis performed on 69 group movements showed that all the individuals could initiate a group movement. In 34 cases, the whole group moved. There was no significant difference in the number of start attempts or in the number of group members involved from one initiator to another. Moreover, there was no effect of sex or age of the initiator on the number of individuals following it or on the speed of the joining process. Therefore, the leadership observed is widely distributed to all group members. These results support the hypothesis of an influence of social organisation upon the decision-making processes but still remain to be studied in a more relevant ecological context.
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Holekamp, K. E., Sakai, S. T., & Lundrigan, B. L. (2007). Social intelligence in the spotted hyena (Crocuta crocuta). Philos Trans R Soc Lond B Biol Sci, 362(1480), 523–538.
Abstract: If the large brains and great intelligence characteristic of primates were favoured by selection pressures associated with life in complex societies, then cognitive abilities and nervous systems with primate-like attributes should have evolved convergently in non-primate mammals living in large, elaborate societies in which social dexterity enhances individual fitness. The societies of spotted hyenas are remarkably like those of cercopithecine primates with respect to size, structure and patterns of competition and cooperation. These similarities set an ideal stage for comparative analysis of social intelligence and nervous system organization. As in cercopithecine primates, spotted hyenas use multiple sensory modalities to recognize their kin and other conspecifics as individuals, they recognize third-party kin and rank relationships among their clan mates, and they use this knowledge adaptively during social decision making. However, hyenas appear to rely more intensively than primates on social facilitation and simple rules of thumb in social decision making. No evidence to date suggests that hyenas are capable of true imitation. Finally, it appears that the gross anatomy of the brain in spotted hyenas might resemble that in primates with respect to expansion of frontal cortex, presumed to be involved in the mediation of social behaviour.
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Conradt, L., & Roper, T. J. (2003). Group decision-making in animals. Nature, 421(6919), 155–158.
Abstract: Groups of animals often need to make communal decisions, for example about which activities to perform, when to perform them and which direction to travel in; however, little is known about how they do so. Here, we model the fitness consequences of two possible decision-making mechanisms: 'despotism' and 'democracy'. We show that under most conditions, the costs to subordinate group members, and to the group as a whole, are considerably higher for despotic than for democratic decisions. Even when the despot is the most experienced group member, it only pays other members to accept its decision when group size is small and the difference in information is large. Democratic decisions are more beneficial primarily because they tend to produce less extreme decisions, rather than because each individual has an influence on the decision per se. Our model suggests that democracy should be widespread and makes quantitative, testable predictions about group decision-making in non-humans.
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Biro, D., Sumpter, D. J. T., Meade, J., & Guilford, T. (2006). From Compromise to Leadership in Pigeon Homing. Curr Biol, 16(21), 2123–2128.
Abstract: Summary A central problem faced by animals traveling in groups is how navigational decisions by group members are integrated, especially when members cannot assess which individuals are best informed or have conflicting information or interests , , , and . Pigeons are now known to recapitulate faithfully their individually distinct habitual routes home , and , and this provides a novel paradigm for investigating collective decisions during flight under varying levels of interindividual conflict. Using high-precision GPS tracking of pairs of pigeons, we found that if conflict between two birds' directional preferences was small, individuals averaged their routes, whereas if conflict rose over a critical threshold, either the pair split or one of the birds became the leader. Modeling such paired decision-making showed that both outcomes--compromise and leadership--could emerge from the same set of simple behavioral rules. Pairs also navigated more efficiently than did the individuals of which they were composed, even though leadership was not necessarily assumed by the more efficient bird. In the context of mass migration of birds and other animals, our results imply that simple self-organizing rules can produce behaviors that improve accuracy in decision-making and thus benefit individuals traveling in groups , and .
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Dyer, J. R. G., Johansson, A., Helbing, D., Couzin, I. D., & Krause, J. (2009). Leadership, consensus decision making and collective behaviour in humans. Phil. Trans. Biol. Sci., 364(1518), 781–789.
Abstract: This paper reviews the literature on leadership in vertebrate groups, including recent work on human groups, before presenting the results of three new experiments looking at leadership and decision making in small and large human groups. In experiment 1, we find that both group size and the presence of uninformed individuals can affect the speed with which small human groups (eight people) decide between two opposing directional preferences and the likelihood of the group splitting. In experiment 2, we show that the spatial positioning of informed individuals within small human groups (10 people) can affect the speed and accuracy of group motion. We find that having a mixture of leaders positioned in the centre and on the edge of a group increases the speed and accuracy with which the group reaches their target. In experiment 3, we use large human crowds (100 and 200 people) to demonstrate that the trends observed from earlier work using small human groups can be applied to larger crowds. We find that only a small minority of informed individuals is needed to guide a large uninformed group. These studies build upon important theoretical and empirical work on leadership and decision making in animal groups.
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Quesada, J., Kintsch, W., & Gomez, E. (2005). Complex problem-solving: a field in search of a definition? Theor Issues Ergon Sci, 6(1), 5–33.
Abstract: Complex problem-solving (CPS) is as an area of cognitive science that has received a good amount of attention, but theories in the field have not progressed accordingly. The reasons could be the lack of good definitions and classifications of the tasks (taxonomies). Although complexity is a term used pervasively in psychology and is operationalized in different ways, there are no psychological theories of complexity. The definition of problem-solving has been changed in the past to reflect the varied interests of the researchers and has lost its initial concreteness. These two facts together make it difficult to define CPS or make clear if CPS should reuse the theory and methods of classical problem-solving or on the contrary should build a theoretical structure starting from scratch. A taxonomy is offered of tasks using both formal features and psychological features that are theory-independent that could help compare the CPS tasks used in the literature. The adequateness is also reviewed of the most extended definitions of CPS and conclude that they are in serious need of review, since they cover tasks that are not considered problem-solving by their own authors or are not complex, but ignore others that should clearly be included.
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Amé, J. - M., Halloy, J., Rivault, C., Detrain, C., & Deneubourg, J. L. (2006). Collegial decision making based on social amplification leads to optimal group formation. Proc. Natl. Acad. Sci. U.S.A., 103(15), 5835–5840.
Abstract: Group-living animals are often faced with choosing between one or more alternative resource sites. A central question in such collective decision making includes determining which individuals induce the decision and when. This experimental and theoretical study of shelter selection by cockroach groups demonstrates that choices can emerge through nonlinear interaction dynamics between equal individuals without perfect knowledge or leadership. We identify a simple mechanism whereby a decision is taken on the move with limited information and signaling and without comparison of available opportunities. This mechanism leads to optimal mean benefit for group individuals. Our model points to a generic self-organized collective decision-making process independent of animal species.
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Devenport, J. A., Patterson, M. R., & Devenport, L. D. (2005). Dynamic averaging and foraging decisions in horses (Equus callabus). J. Comp. Psychol., 119(3), 352–358.
Abstract: The variability of most environments taxes foraging decisions by increasing the uncertainty of the information available. One solution to the problem is to use dynamic averaging, as do some granivores and carnivores. Arguably, the same strategy could be useful for grazing herbivores, even though their food renews and is more homogeneously distributed. Horses (Equus callabus) were given choices between variable patches after short or long delays. When patch information was current, horses returned to the patch that was recently best, whereas those without current information matched choices to the long-term average values of the patches. These results demonstrate that a grazing species uses dynamic averaging and indicate that, like granivores and carnivores, they can use temporal weighting to optimize foraging decisions.
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