STRUCTURED CONFLICT AND CONSENSUS OUTCOMES IN GROUP DECISION-MAKING

Pressures for early consensus during group decision processes often le ad 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 t o enhance the expression of cognitive conflict will, paradoxically, (1 ) strengthen group consensus about and individual acceptance of the gr oup'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 dialec tical inquiry (DI) approach; nineteen used the consensus (C) approach. Group consensus on the decision, individual acceptance of the decisio n, and member satisfaction with the group were higher in the DI than i n the C conditions. We discuss implications for group decision aids an d for future laboratory and field studies of group consensus on a cour se of action.