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The present investigation sought to obtain empirical data that either directly supports or refutes the popular assumption that communication is an essential element of effectivedecision making. Specifically, it reports three phases of study that attempt to determine whether the variance in group decision making is best accounted for by noninteraction or interaction sources. Phase 1 examines the relationship among group member ability, communication opportunity, and decision pwformance. Phase 2 examines the relationship among group member ability, qualities of group communicntion, and decision performance. Phase 3 examines the relationship amongfulfillment of communicationfunctions requisite to decision-making efficacy, p u p member ability, and decision performance. In Phase I, a strong independent main effect for communication opportunity was found; whereas in Phase 2 we discovered classification and explanatory effects for three facets of interaction quality-"maluation of task-relevant issues," "goal-directed communication," and "idea development"-and in Phase 3 no class8cation or explanatory effects for either of the communication functions examined was found. Open channels of communication and high quality task-oriented discussion that focused on issue evaluation and task accomplishment facilitated group performance in light of the effects of group potential.