Cognitive Factions in a Top Management Team: Surfacing and Analyzing Cognitive Diversity using Causal Maps

Cognitive diversity has been shown to positively affect team performance, especially in the early stages of strategic planning. We report on a process that explicitly identifies cognitive factions; sub-groups of individuals with diverse views and beliefs within a top management team (TMT). Our group...

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Bibliographic Details
Published in:Group decision and negotiation 2009-11, Vol.18 (6), p.537-566
Main Authors: Tegarden, David P., Tegarden, Linda F., Sheetz, Steven D.
Format: Article
Language:English
Subjects:
Biological and Physical Anthropology
Business and Management
Causality
Cognition
Critical path analysis
Debates
Decision making
Ethnicity
Management
Mapping
Strategic management
Strategic planning
Studies
Teams
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Summary:Cognitive diversity has been shown to positively affect team performance, especially in the early stages of strategic planning. We report on a process that explicitly identifies cognitive factions; sub-groups of individuals with diverse views and beliefs within a top management team (TMT). Our group-driven causal mapping process provides greater clarity to understanding the underlying belief structures of the cognitive factions through the adoption of givens-means-ends (GME) and casual path analysis. We achieve this clarity by having members of the TMT define and agree on the strategic factors before they construct their individual cause maps. Through this process, based on the relationships shared among the team members, we can readily merge individual cause maps into cognitive faction maps. By employing GME and casual path analysis to the cognitive faction maps, we can surface the differences in beliefs among the different cognitive factions within the TMT. We demonstrate our process using a 13-person TMT from an information technology services firm. The cause maps of the cognitive factions directly represent some of the issues and assumptions that need to be discussed and debated among the members of the TMT, thus increasing the potential for cognitive faction beliefs to enhance decision-making. We also find that cognitive factions relate to task roles of the team members, providing further evidence that different beliefs develop in different areas of the organization.
ISSN:0926-2644
1572-9907
DOI:10.1007/s10726-007-9099-1