TITLE

Do Teams Who Agree to Disagree Make Better Decisions?

AUTHOR(S)
Sidle, Stuart D.
PUB. DATE
May 2007
SOURCE
Academy of Management Perspectives;May2007, Vol. 21 Issue 2, p74
SOURCE TYPE
Academic Journal
DOC. TYPE
Article
ABSTRACT
The article analyzes the dynamics and effectiveness of business groups. Particular attention is paid to business teams who agree to disagree, as well as if that kind of attitude allows for better decision-making processes. Article topics include the failed potential of teams due to differences in team dynamics and personal agendas, the importance of debating issues and taking the time to engage in thoughtful discussions, as well as the concept of hidden profiles. The author defines hidden profiles as situations in which team members all possess some similar information about a problem that needs to be solved while also possessing unique problem-relevant information unknown by the rest of the group.
ACCESSION #
25356513

 

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