Why, how, and when divergent perceptions become dysfunctional in organizations: A motivated cognition perspective

• Main Authors: LYUBYKH, Zhanna, BARCLAY, Laurie J., FORTIN, Marion, BASHSHUR, Michael R., KHAKHAR, Malika
• Format: text
• Language: English
• Published: Institutional Knowledge at Singapore Management University 2022
• Subjects: Motivated cognition; Divergent perceptions; Alternate facts; Fake cues; Identity protection motives; Tribalism; Diversity; Societal issues; Cognition and Perception; Organizational Behavior and Theory
• Online Access: https://ink.library.smu.edu.sg/lkcsb_research/7170; https://ink.library.smu.edu.sg/context/lkcsb_research/article/8169/viewcontent/MotivatedCognitions_ROB_av.pdf
• Institution: Singapore Management University

Decades of research has demonstrated that people can arrive at starkly different perceptions in the same social situations. Divergent perceptions are not inherently dysfunctional. However, if divergent perceptions are not managed effectively, they can have deleterious effects that can undermine functioning in the workplace. Drawing on a motivated cognition perspective, we outline why divergent perceptions may emerge as well as overview the benefits and drawbacks of divergent perceptions in organizational contexts. Next, we highlight the complexities associated with divergent perceptions in the workplace, including why, how, and when divergent perceptions may become dysfunctional. We also showcase theoretical insights from a motivated cognition perspective that can enhance our understanding of how divergent perceptions can be effectively managed. We conclude by outlining key theoretical insights and avenues for future research, including how organizations can use a motivated cognition perspective to manage divergent perceptions related to complex societal issues and issuing a call to adopt a systems approach that recognizes the importance of contextual layers for understanding and effectively managing divergent perceptions in organizations.