dc.contributor.author | Selart, Marcus | de |
dc.contributor.author | Schei, Vidar | de |
dc.contributor.author | Lines, Rune | de |
dc.contributor.author | Nesse, Synnøve | de |
dc.date.accessioned | 2020-07-13T07:40:49Z | |
dc.date.available | 2020-07-13T07:40:49Z | |
dc.date.issued | 2020 | de |
dc.identifier.issn | 1740-4762 | de |
dc.identifier.uri | https://www.ssoar.info/ssoar/handle/document/68382 | |
dc.description.abstract | Mindfulness 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. | de |
dc.language | en | de |
dc.subject.ddc | Psychologie | de |
dc.subject.ddc | Psychology | en |
dc.subject.other | sensemaking; mindfulness | de |
dc.title | Can mindfulness be helpful in team decision-making? A framework for understanding how to mitigate false consensus | de |
dc.description.review | begutachtet (peer reviewed) | de |
dc.description.review | peer reviewed | en |
dc.source.journal | European Management Review | |
dc.publisher.country | GBR | |
dc.subject.classoz | Allgemeine Psychologie | de |
dc.subject.classoz | General Psychology | en |
dc.subject.thesoz | Team | de |
dc.subject.thesoz | team | en |
dc.subject.thesoz | Entscheidungsfindung | de |
dc.subject.thesoz | decision making | en |
dc.subject.thesoz | organisatorischer Wandel | de |
dc.subject.thesoz | organizational change | en |
dc.subject.thesoz | Empowerment | de |
dc.subject.thesoz | empowerment | en |
dc.subject.thesoz | Konfliktverhalten | de |
dc.subject.thesoz | conflict behavior | en |
dc.subject.thesoz | Toleranz | de |
dc.subject.thesoz | tolerance | en |
dc.identifier.urn | urn:nbn:de:0168-ssoar-68382-6 | |
dc.rights.licence | Creative Commons - Namensnennung 4.0 | de |
dc.rights.licence | Creative Commons - Attribution 4.0 | en |
internal.status | formal und inhaltlich fertig erschlossen | de |
internal.identifier.thesoz | 10036247 | |
internal.identifier.thesoz | 10042187 | |
internal.identifier.thesoz | 10053878 | |
internal.identifier.thesoz | 10066709 | |
internal.identifier.thesoz | 10049468 | |
internal.identifier.thesoz | 10047989 | |
dc.type.stock | article | de |
dc.type.document | Zeitschriftenartikel | de |
dc.type.document | journal article | en |
internal.identifier.classoz | 10703 | |
internal.identifier.journal | 1782 | |
internal.identifier.document | 32 | |
internal.identifier.ddc | 150 | |
dc.identifier.doi | https://doi.org/10.1111/emre.12415 | de |
dc.description.pubstatus | Preprint | de |
dc.description.pubstatus | Preprint | en |
internal.identifier.licence | 16 | |
internal.identifier.pubstatus | 3 | |
internal.identifier.review | 1 | |
dc.subject.classhort | 10700 | de |
internal.pdf.wellformed | true | |
internal.pdf.encrypted | false | |