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The Power of a “Maverick” in Collaborative Problem Solving: An Experimental Investigation of Individual Perspective‐Taking Within a Group
Author(s) -
Hayashi Yugo
Publication year - 2018
Publication title -
cognitive science
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.498
H-Index - 114
eISSN - 1551-6709
pISSN - 0364-0213
DOI - 10.1111/cogs.12587
Subject(s) - perspective (graphical) , constructive , task (project management) , psychology , cognition , group (periodic table) , perspective taking , power (physics) , mood , group decision making , social psychology , cognitive psychology , computer science , artificial intelligence , process (computing) , engineering , chemistry , physics , systems engineering , organic chemistry , quantum mechanics , neuroscience , empathy , operating system
Integrating different perspectives is a sophisticated strategy for developing constructive interactions in collaborative problem solving. However, cognitive aspects such as individuals’ knowledge and bias often obscure group consensus and produce conflict. This study investigated collaborative problem solving, focusing on a group member interacting with another member having a different perspective (a “maverick”). It was predicted that mavericks might mitigate disadvantages and facilitate perspective taking during problem solving. Thus, 344 university students participated in two laboratory‐based experiments by engaging in a simple rule‐discovery task that raised conflicts among perspectives. They interacted with virtual partners whose conversations were controlled by multiple conversational agents. Results show that when participants interacted with a maverick during the task, they were able to take others’ perspectives and integrate different perspectives to solve the problem. Moreover, when participants interacted in groups with a positive mood, groups with a maverick outperformed groups having several perspectives.