Behavioral sciences and public governance: the strategic dissident effect

Aim of the study: To analyze the use of strategic dissent as a behavioral tool to avoid or reduce biased decisions in public governance.Methodology: Using an experimental design, with manipulation of scenarios in randomized comparison groups, a questionnaire was applied to 162 civil servants from a federal public educational institution in Alagoas.Originality: the study contributes to the understanding of the relationship among behavioral sciences and the corporate governance system adapted to the Brazilian public sector.Main results: The findings indicate evidence that a scenario formed by a group whose opinions are divergent was not enough to create cognitive dissonance capable of reducing biases, while the presence of the strategic dissenter prevented or minimized the manifestation of groupthink, confirmation bias and escalation of commitment in the decision-making of civil servants. In addition to it, a logistic regression indicated the gender, age and length of service of the civil servants who took part in this research had no influence on the action of the strategic dissident.Contributions: The results contribute to the consideration of behavioral sciences in public governance, supporting public management in understanding the cognitive limitations of civil servants and guiding the implementation of routines and processes to maximize decisions through the efficient and effective use of resources.