We wonder whether the tools used to generate consensus, along with the time
pressures of the work being facilitated, might lead to false consensus. This kind of
situation leads to Phyl Johnson’s suggestion that researchers and facilitators might
preface 7
emphasize the deeper idea of “collectivity” over “group cognition.” Harris and
Woolley reasonably might respond that pragmatic considerations preclude deeper
alignment in many cases, and this response is worth considering by all those who
are interested in managerial and organizational cognition.
In fact, all four papers presented in this issue provide timely food for thought
on managerial and organizational cognition. Research is maturing, and there is a
growing interest in application as well as moving theory forward. This issue shows