Can Mindfulness be Helpful in Team Decision‐Making? A Framework for Understanding How to Mitigate False Consensus

• DOI: 10.1111/emre.12415
• Publication Date: 2020-07-07T01:40:10Z
• Authors: Marcus Selart; Vidar Schei; Rune Lines; Synnøve Nesse
• Keywords: SocArXiv|Social and Behavioral Sciences|Organization Development; organizational change; Konfliktverhalten; conflict behavior; Social and Behavioral Sciences; decision making; bepress|Social and Behavioral Sciences|Organization Development; ddc:150; Entscheidungsfindung; 0502 economics and business; Psychology; General Psychology; Allgemeine Psychologie; tolerance; 05 social sciences; sensemaking; mindfulness; 16. Peace & justice; team; Toleranz; Psychologie; empowerment; bepress|Social and Behavioral Sciences; organisatorischer Wandel; 10700; Organization Development; Empowerment; SocArXiv|Social and Behavioral Sciences; Team

Mindfulness has recently attracted a great deal of interest in the field management. However, even though mindfulness – broadly viewed as state active awareness been described mainly at individual level, it may also have important effects aggregated levels. In this article, we adopt team‐based conceptualization mindfulness, and develop framework that represents powerful effect team on facilitating effective decision‐making. We further discuss how mitigate process false consensus by interacting positively with following five central processes: open‐mindedness, participation, empowerment, conflict management, value ambiguity tolerance. A constitutes cognitive bias, leading to perception does not exist. essence, argue that, although guarantee decision‐making itself, successfully reduce when coupled these processes. Accordingly, article contributes theory practice demonstrating can be helpful increasingly complex ambiguous situations faced contemporary teams .