Cognitive diversity and consensus in group decision making: The role of inputs, processes, and outcomes

Susan Mohammed, Erika Ringseis

Research output: Contribution to journalArticlepeer-review

154 Scopus citations

Abstract

This study contributes to the new and growing body of research on shared cognition by examining how individuals entering a group decision-making context with different perspectives of the issues to be discussed arrive at cognitive consensus. Cognitive consensus refers to similarity among group members regarding how key matters are conceptualized and was operationalized as shared assumptions underlying decision issues in the present research. Utilizing 37 student groups participating in a multi-issue decision-making exercise, the study investigated antecedents and correlates of cognitive consensus. Results revealed that unanimity decision rule groups achieved more cognitive consensus than majority rule groups. In addition, group members inquiring concerning the reasons underlying others' decision preferences, accepting others' viewpoints as legitimate, and incorporating others' perspectives into their own interpretations of the issues was positively related to arriving at a greater degree of cognitive consensus. Cognitive consensus also positively influenced expectations regarding decision implementation and satisfaction.

Original languageEnglish (US)
Pages (from-to)310-335
Number of pages26
JournalOrganizational Behavior and Human Decision Processes
Volume85
Issue number2
DOIs
StatePublished - Jul 2001

All Science Journal Classification (ASJC) codes

  • Applied Psychology
  • Organizational Behavior and Human Resource Management

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