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Do teams who agree to disagree make better decisions?
This research brief examines how dissent within teams influences decision-making quality, particularly in "hidden profile" scenarios where critical information is unevenly distributed among members. A study by Schulz-Hardt et al. (2006) demonstrates that teams engaging in debate and disagreement are more likely to uncover hidden profiles and make optimal decisions compared to those avoiding conflict. The experiment, simulating a hiring committee, revealed that dissent stimulates deeper discussion, reduces cognitive biases, and increases information sharing—leading to better outcomes. However, while dissent enhances decision quality, it may also challenge team cohesion, requiring leaders to cultivate functional conflict. The findings suggest that organizations should encourage structured disagreement in teams to leverage collective wisdom effectively.
Ketersediaan
| Call Number | Location | Available |
|---|---|---|
| AMP2102 | PSB lt.dasar - Pascasarjana | 1 |
| Penerbit | Briarcliff Manor, NY: Academy of Management 2007 |
|---|---|
| Edisi | Vol. 21, No. 2, May, 2007 |
| Subjek | - |
| ISBN/ISSN | 15589080 |
| Klasifikasi | NONE |
| Deskripsi Fisik | 2 p. |
| Info Detail Spesifik | Academy of Management Perspectives |
| Other Version/Related | Tidak tersedia versi lain |
| Lampiran Berkas |