Abstract

Organizations often seek diverse perspectives because combining judgments that draw on different information can improve decision accuracy. Yet while people endorse cognitive diversity in principle, they become strongly attracted to agreement once they observe advisors’ opinions. Across a series of studies, participants were most confident when advisors agreed with one another, even when those advisors relied on redundant information. Participants were most accurate when advisors relied on unique information and therefore sometimes disagreed. We discuss the psychological processes underlying these effects, test attempts to increase appreciation of informational diversity, and consider implications for forecasting, managerial decision making, and the effective use of diverse expertise in organizations.

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