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Can Mindfulness be Helpful in Team Decision‐Making? A Framework for Understanding How to Mitigate False Consensus
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- 자료유형학술지논문
- 저자명Selart, Marcus,Schei, Vidar,Lines, Rune,Nesse, Synnøve
- 학회/출판사/기관명John Wiley & Sons Ltd
- 출판년도2020
- 언어영어
- 학술지명/학위논문주기EUROPEAN MANAGEMENT REVIEW
- 발행사항Vol.17No.4[2020]_x000D_
- ISBN/ISSN1740-4754
- 소개/요약Mindfulness has recently attracted a great deal of interest in the field of management. However, even though mindfulness – broadly viewed as a state of active awareness – has been described mainly at the individual level, it may also have important effects at aggregated levels. In this article, we adopt a team-based conceptualization of mindfulness, and develop a framework that represents the powerful effect of team mindfulness on facilitating effective decision-making. We further discuss how a conceptualization of team mindfulness may mitigate the process of false consensus by interacting positively with the following five central team processes: open-mindedness, participation, empowerment, conflict management, and value and ambiguity tolerance. A false consensus constitutes a cognitive bias, leading to the perception of a consensus that does not exist. In essence, we argue that, although a conceptualization of team mindfulness does not guarantee effective decision-making in itself, it may successfully reduce false consensus when coupled with these five team processes. Accordingly, this article contributes to the theory and practice of team decision-making by demonstrating how a conceptualization of team mindfulness can be helpful in the increasingly complex and ambiguous situations faced by contemporary teams.
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