Abstract
Research suggests that two methods of introducing dissent, the dialectic inquiry (DI) and devil's advocate (DA) methods, show promise for increasing the cognitive complexity of decision makers. We investigated the joint effects of formalized dissent and group cognitive complexity by manipulating the formalized dissent method (DI or DA) used by 25 interacting groups engaged in a complex, ill-structured planning task. Participants were classified as either high or low cognitive complexity and assigned to stratified groups with members of homogeneous complexity. Results indicated that: (1) DA groups produced higher quality assumptions but took longer to generate plans than did DI groups, (2) high complexity groups generated more recommendations relative to low complexity groups, and (3) DA groups with low complexity members produced lower quality recommendations and participated less equally in decision making than did the other groups. We conclude by discussing the implications of the results for formalized dissent, cognitive complexity, and assessing managerial performance.
Published Version
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