Structured Conflict Approaches Used in Strategic Decision Making
focuses on strategic planning processes which use structured
conflict to aid in elicitating and exposing management's underlying
assumptions and how to stimulate management to adopt a broader view
of the planning problem. The objective is to examine the whether
structured conflict procedures are superior to expert or
consensus-oriented procedures in face-to-face and virtual teams
working on strategic decision-making tasks. The author begins with
a brief background in section 2, then section 3 discusses
structured conflict, followed by philosophical and empirical debate
in section 4. Section 5 examines structured conflict: devil's
advocacy and dialectical inquiry studies in both case and field,
and experimental studies. Section 6 presents an integrative
analysis of the structured conflict studies. Section 7 focuses on
leadership. Section 8 addresses structured conflict and leadership
in virtual teams. Section 9 is the conclusion and addresses the
issues of this paper and discusses potential future studies.
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