Improving Decision Making by Means of Dissent1

Charlan Jeanne Nemeth · Joanie B. Connell · John Rogers

128 citations0/0 files storedJournal of Applied Social Psychology

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Team Dynamics and Performance Social and Intergroup Psychology Conflict Management and Negotiation

Abstract

Antidotes to problems associated with uniformity of viewpoints have generally involved dissent in one form or another (Katzenstein, 1996), one being “devil's advocate.” Research on authentic dissent has documented additional advantages in that it stimulates divergent and original thought (Nemeth, 1995). In this study, authentic disscnt was compared with devil's advocate and with no dissent. Findings indicate that authentic dissent was superior in (a) stimulating a greater proportion of original thoughts, (b) considering the opposite position, and (c) direct attitude change. Devil's advocate was found to stimulate cognitive boistcring of the initial position, thus raising concerns about the unintended consequences of techniques such as devil's advocate and the subtle task facing attempts to foster original thought and yet maintain cohesion.

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References

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