The contingent effect of constructive confrontation on the relationship between shared mental models and decision quality
Journal
Journal of Organizational Behavior
ISSN
0894-3796
ISSN-Digital
1099-1379
Type
journal article
Date Issued
2008-01-01
Author(s)
Kellermanns, Franz W.
;
Floyd, Steven
;
Pearson, Allison W.
;
Spencer, Barbara
Abstract
Work teams are being utilized more frequently to give organizations access to the broader knowledge and skill base of employees, as well as to provide for adaptive, efficient decision making. In teams, we argue that constructive confrontation norms are an important contingency variable in the relationship between mental model similarity and decision quality. Mental model similarity helps team members understand one another's perspectives and reduces the likelihood of conflict. Accordingly, mental model similarity improves decision quality. When strong norms of constructive confrontation are in place, however, teams are in a better position to reap the benefits of conflict (greater diversity of in-puts) without experiencing its negative consequences. Thus, when constructive confrontation norms are strong, less mental model similarity (i.e. more diversity of perspectives) is likely to improve decision qual-ity.
Language
English
Keywords
Work teams
decision making
mental models
HSG Classification
contribution to scientific community
Refereed
Yes
Publisher
Wiley
Publisher place
Chichester, Sussex
Volume
29
Number
1
Start page
119
End page
137
Pages
19
Subject(s)
Division(s)
Eprints ID
40095