Conclusion
Thomas Jefferson based his faith in the future of democracy on the power of constructive conflict and creative group problem solving. In well-structured controversies, participants make an initial judgment, present their conclusions to other group members, are challenged by opposing views, become uncertain about the correctness of their views, actively search for new information and understanding, incorporate others’ perspectives and reasoning into their thinking, and reach a new set of conclusions.
This process results in significant increases in the quality of decision making and problem solving, the quality of relationships, and improvements in psychological health. While the constructive controversy process can occur naturally, it may be consciously structured in decision making and learning situations. This involves dividing a cooperative group into two pairs and assigning them opposing positions. The pairs then (a) develop their position, (b) present them to and listen to the opposing position, (c) engage in a discussion in which they attempt to refute the other side and rebut attacks on their position, (d) reverse perspectives and present the other position, and (e) drop all advocacy and seek a synthesis that takes both perspectives and positions into account. Engaging in the constructive controversy procedure skillfully provides an example of how conflict creates positive outcomes.
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