When and how cognitive style impacts decision-making

Abstract

Arguing along several lines, G.P. Huber (1983) asserted that cognitive style should not be a basis for DSS (decision-support system) designed but that it may be useful in the development of training procedures. An experiment is described that tests these assertions using a production scheduling task. Results indicate that (1) by merely providing outcome feedback, individuals of all cognitive styles (as measured by the Myers-Briggs type indicator and risk preference) learned the task equally well; (2) cognitive style was useful in explaining performance differences during task learning but not thereafter; and (3) cognitive style did not predict the heuristics used but rather the consistency of their use; that is, the impact of cognitive style manifested as erratic decisions rather than systematic bias. These results are used to discuss the role of cognitive style in both training and design and to suggest reasons for the inconsistent results in cognitive style research.<>