Skill Builder: Archived Page

January 4, 2010

Overcoming Obstacles Through Cognitive Conflict

Research shows that productive teams function interdependently while each member takes responsibility for his or her role and commitment to the team. The energy sources of efficacy, flexibility, interdependence, craftsmanship and consciousness work in concert to drive the decisions and successes of the individuals within the group. Even when things are running smoothly for a group, Garmston and Wellman tell us that "healthy fights" are one of the hallmarks of high-performing groups. Cognitive conflict is disagreement over ideas and approaches. In these groups, ideas and issues are separated from personalities. Ideas belong to the group and can be held up to the light of critical examination and analysis (Kolb & Associates, 1994, pg. 134).

A way to move forward in this conflict to analyze and come to decision is the use of the strategy Not A or B but C. When the group is polarized on two options, the facilitator asks if anyone can suggest a third option (C) that might contain what seems to be attractive about the first two (A and B). An alternative might be to list the desirable features of A and B. Next have small groups generate options that contain the positive aspects of A and B while minimizing the negative aspects of each (pg. 246). Through skillful facilitation and focused interdependence the work of the groups continues to promote high performance.

Reflection

What might be some ways to use cognitive conflict as a way to promote high performance within your group?

Garmston, Robert, & Wellman, Bruce (2009). The Adaptive School: A Sourcebook for Developing Collaborative Groups, 2nd ed. Norwood, MA: Christopher-Gordon, p. 246.

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