Team Neurodynamics and Decision-Making: An integrative approach based on behavioral economics

Abstract

This study analyzes the relationship between neurobehavioral dynamics, the perception of decision-making biases, and collective decision-making processes in work teams, integrating contributions from organizational neuroscience, organizational psychology, and Behavioral Economics. The term team neurodynamics is used to describe emerging relational and emotional configurations associated with the interaction between trust, motivation, well-being, and perceived stress, without implying direct neurobiological measurements.

For this purpose, an exploratory questionnaire was designed and applied to operationalize four functional dimensions (trust, motivation, well-being, and perceived stress), theoretically associated with the neurochemical systems of oxytocin, dopamine, serotonin, and cortisol, together with items aimed at assessing the perceived presence of behavioral biases in collective decision-making. The analysis focused on identifying patterns and associations rather than establishing causal relationships. The instrument was administered to two teams of different nature. The results revealed differentiated neurobehavioral profiles and consistent relationships between trust, well-being, and stress regulation. Additionally, a negative relationship was observed between the perception of decision-making biases and the dimensions of well-being and motivation. Overall, the findings provide exploratory evidence on how teams’ neurobehavioral configurations are interrelated with collective decision-making processes as relevant contextual dimensions.