Please enable JavaScript.
Coggle requires JavaScript to display documents.
2.5 - Coggle Diagram
2.5
Devils' Advocacy in Managerial Decision-Making
(Schwenk, 1984)
Conflict, if properly introduced and managed can improve the quality of decisions (Tjosvold, 1982)
-
(Herbert & Estes, 1977) suggested that an individual should be appointed to the position of devil's advocate for major organisational deciaions
DA might become negative carping critics who do not offer constructive alternatives and could be very demoralising for DM's
(Mason, 1969)
-
Creativity flourishes and springs from constructive and timely arguments among friends
(Michael Roberto, 2018)
The lab research shows that the simple critique format of D.A. approach improves decision-making over the traditional expert-based approach.
Decision makers who use the devils' advocacy which introduces the generation of explicit counter-plans (D.I.) feel it improves their decisions
To get the full benefit of the DA, the devil's advocate must play the role effectively (depending on the nature of decision in hand)
Conflict & Strategic Choices
(Eisenhardt, 1997)
Conflict is natural in top management, because reasonable people are likely to perceive an ambiguous and uncertain situation in different ways
High conflict led to the consideration of more alternatives, better understanding of the of the choices, and overall significantly more effective decision-making
(Schweiger et al.)
The lack of conflict "groupthink" is a primary causal factor in major debacles (Janis, 1960s)
The Abilene Paradox is a clear example that low conflict levels are associated with poor decision making
-
-
-
-