Managers’ sociocognitive conflicts in collaborative learning

Abstract

Despite extensive research on collaborative learning and sociocognitive conflict, its impact on executive education and managers’ learning is less understood. This study addresses this gap by identifying the manifestations and topics of verbalised sociocognitive conflicts and reflective collaborative discussions in managers’ collaborative small-group learning settings. The research material comprises approximately 40.5 hours of video recordings from three separate small groups. This video material was analysed qualitatively using thematic analysis, guided by prior collaborative learning research, focusing on the role of sociocognitive conflict. Various forms of challenging as manifestations of verbalised sociocognitive conflicts were identified in the small-group setting at both the group and structural and individual and peer levels. The study demonstrates how managers’ discussions evolve from sociocognitive conflict to reflective conversations fostering collaborative learning, highlighting the crucial role of these conflicts in managers’ learning. Theoretical implications provide insights into how sociocognitive conflict evolves into collaborative learning in managers’ education, suggesting insights for further research. This study has practical implications for developing collaborative learning and executive education for managers by leveraging sociocognitive conflicts.