Structured Conflict and Consensus Outcomes in Group Decision Making

Priem, Richard L.; Harrison, David A.; Muir, Nan Kanoff

doi:10.1177/014920639502100406

Cited by 90 publications

(43 citation statements)

References 50 publications

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“…age) was associated with emotional conflict but not with task-related conflict. Overall, task-related conflict is not necessarily undesirable since it may result in better decisions (Priem et al 1995).…”

Section: Cognitive Diversity In Teamsmentioning

confidence: 99%

Cognitive diversity and team performance in a complex multiple task environment

et al. 2006

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This article examines the multiple effects of cognitive diversity in teams operating complex human-machine-systems. The study employed a PC-based multiple-task environment, called the Cabin Air Management System, which models a process control task in the operational context of a spacecraft's life support system. Two types of cognitive diversity were examined: system understanding and team specialization. System understanding referred to the depth of understanding team members were given during training (low-level procedure-oriented vs. high level knowledge-oriented training). Team specialization referred to the degree to which knowledge about system fault scenarios was distributed between team members (specialized vs. nonspecialized). A total of 72 participants took part in the study. After having received 4.5 h of training on an individual basis, participants completed a 1-h experimental session, in which they worked in two-person teams on a series of fault scenarios of varying difficulty. Measures were taken of primary and secondary task performance, system intervention and information sampling strategies, system knowledge, subjective operator state, communication patterns and conflict. The results provided evidence for the benefits of cognitive diversity with regard to system understanding. This manifested itself in better primary task performance and more efficient manual system control. No advantages were found for cognitive diversity with regard to specialization. There was no effect of cognitive diversity on intra-team conflict, with conflict levels generally being very low. The article concludes with a discussion of the implications of the findings for the engineering of cognitive diversity in teams operating complex human-machine-systems.

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Section: Cognitive Diversity In Teamsmentioning

confidence: 99%

Cognitive diversity and team performance in a complex multiple task environment

et al. 2006

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“…Reaching a decision requires some sort of intelligence, which involves information gathering and processing, then designing which involves formulating and analyzing the decision alternatives, and final choice is made based on the judgments of best alternative to select. While the implementation facet includes the strategies essential to implement and create reached decision from the first facet (Harrison, et al,1995). Review of literature does not show the difference of decision speed between reaching a decision and implementation.…”

Section: Decision Speedmentioning

confidence: 99%

Impact of individual decision-making styles on marketing information system based decision-making

2015

IJIED

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Marketing information system (MIS) enables data processing and transformation of data into valuable information that results in a more effective decision-making from which companies benefit. However, human aspect is still an influential factor in the decision-making process. We conceptualize a connection between decision-making styles of employees, inherent in their habits and practices, and marketing innovation system based on the decision-making process. Through a detailed literature review, a link between spontaneous, individual, rational and dependent decision-making styles with quality and speed of MIS decision-making has been conceived and constructed. We suggest that decision-making styles influence both quality and speed of the decision-making process. Furthermore, quality and speed of MIS decision-making have a positive influence on radical and incremental marketing innovation. This study enriches the body of literature that focuses on the human-technology interaction and is valuable for companies implementing and using MIS to make business decisions.

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“…This may reflect the importance of other factors, such as group conflict handling, in explaining how beneficial cognitive conflict will be on the group's outcomes. Priem, Harrison, and Muir (1995) found groups using the dialectical inquiry approach, a technique designed to enhance structured cognitive conflict, showed stronger member acceptance of decisions and satisfaction with the group, than did members of groups using the consensus approach. Jehn (1997) found groups with high levels of relationship conflict to have lower levels of performance and satisfaction than groups with low levels of relationship conflict.…”

Section: Literature Review Intragroup Conflictmentioning

confidence: 90%

“…Group member satisfaction was measured using two items taken from Priem, Harrison, and Muir (1995). These items read "Working with this group has been an enjoyable experience" and "I would like to work with this group in the future.…”

Section: Methodsmentioning

confidence: 99%

Group conflict handling: effects on group conflict type-group outcome relationships

DeChurch¹

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Structured Conflict and Consensus Outcomes in Group Decision Making

Cited by 90 publications

References 50 publications

Cognitive diversity and team performance in a complex multiple task environment

Cognitive diversity and team performance in a complex multiple task environment

Impact of individual decision-making styles on marketing information system based decision-making

Group conflict handling: effects on group conflict type-group outcome relationships

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