Structured Conflict and Consensus Outcomes in Group Decision Making

Abstract

Pressures for early consensus during group decision processes often lead to poor choices. However, consensus as an outcome of group decision processes is often desirable for implementing choices. We propose and test hypotheses that structured decision making techniques designed to enhance the expression of cognitive conflict will, paradoxically, (1) strengthen group consensus about and individual acceptance of the group S eventual choices, and (2) increase member satisfaction with the group. Faced with a realistic managerial scenario, nineteen groups in this study deliberated using the structured, conflict-enhancing dialectical inquiry (DI) approach; nineteen used the consensus (C) approach. Group consensus on the decision, individual acceptance of the decision, and member satisfaction with the group were higher in the DI than in the C conditions. We discuss implications for group decision aids and for future laboratory and field studies of group consensus on a course of action.