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This research investigates the effect of members� cognitive styles on team processes that affect errors in execution tasks. In two laboratory studies, we investigated how a team�s composition (members� cognitive styles related to object and spatial visualization) affects the team�s strategic focus and strategic consensus, and how those affect the team�s commission of errors. Study 1, conducted with 70 dyads performing a navigation and identification task, established that teams high in spatial visualization are more process-focused than teams high in object visualization. Process focus, which pertains to a team�s attention to the details of conducting a task, is associated with fewer errors. Study 2, conducted with 64 teams performing a building task, established that heterogeneity in cognitive style is negatively associated with the formation of a strategic consensus, which has a direct and mediating relationship with errors.
