How groups manage conflict when using model-driven decision support: An epistemic motivation lens

Abstract

In this study we investigate whether the preference for deliberate and deep information processing, also known as epistemic motivation, affects an important feature of model-driven decision support practice, namely, to serve as an aid to surface and manage cognitive conflict within the group. We report on an experimental study that adopts a process-oriented methodology to examine the conflict management behaviours and trajectories of groups high and low in epistemic motivation. Our findings reveal that groups exhibited a variety of patterns of conflict management despite using the same model-driven decision support approach. In addition, three facets of epistemic motivation (discomfort with ambiguity, decisiveness, preference for order and structure) were significant co-variates of the variance in groups’ conflict management trajectories. Notably, only a small proportion of groups high in epistemic motivation were able to confront their conflict and resolve it in positive ways. Our findings have significant implications for the theory and practice of model-driven decision support.