Cognitive Factions in a Top Management Team: Surfacing and Analyzing Cognitive Diversity using Causal Maps |
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Authors: | David P Tegarden Linda F Tegarden Steven D Sheetz |
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Institution: | 1. Department of Accounting and Information Systems (0101), Pamplin College of Business, Virginia Tech, Blacksburg, VA, 24061, USA 2. Department of Management (0233), Pamplin College of Business, Virginia Tech, Blacksburg, VA, 24061, USA
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Abstract: | 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. |
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