Impact of cognitive style on group decision and negotiation

Sébastien Damart () and Sonia Adam-Ledunois ()
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Sébastien Damart: DRM - Dauphine Recherches en Management - Université Paris Dauphine-PSL - PSL - Université Paris Sciences et Lettres - CNRS - Centre National de la Recherche Scientifique
Sonia Adam-Ledunois: DRM - Dauphine Recherches en Management - Université Paris Dauphine-PSL - PSL - Université Paris Sciences et Lettres - CNRS - Centre National de la Recherche Scientifique

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Abstract: Numerous studies on group decision and negotiation have focused on the influence of the cognitive style of decision makers. Using number of instruments such as Kirton Adaption Innovation (KAI), Cognitive Style Index (CSI), Kolb Learning Style Inventory (KLS), Belbin team role self‐perception inventory, or the well-known Myers-Briggs Type Indicator (MBTI), studies explore relationships between different dimensions of the personality traits of the individuals and the performance of group decisions. The results are very heterogeneous and sometimes contradictory, depending in particular on the decision contexts explored (strategic decision or not, etc.) and the type of measurement and proxy used to identify the cognitive style. When cognitive diversity is the variable used in these researches, it is no longer the influence of an individual cognitive style on the decision that becomes the object of study but the fact that several styles are represented among the members of a group of decision makers. Looking for an integrative group of decision makers, as it is finally proposed in this chapter through a cognitive mapping-based method, is then a way to increase group decision performance.

Keywords: decision process; personality traits; cognitive diversity; behaviour science (search for similar items in EconPapers)
Date: 2019
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Published in Handbook of group decision and negotiation, 2019, ⟨10.1007/978-3-030-12051-1_52-1⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-02292910

DOI: 10.1007/978-3-030-12051-1_52-1

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