Abstract:

This paper examines how information can detrimentally affect a project team. Traditionally, more information is regarded as a positive thing - as an enabler or asset. Although there are many examples of the beneficial aspects of information, this paper explains how information ultimately led to conflict within a software development team. Cognitive dissonance, a theory that describes how individuals avoid information that is contrary to their beliefs, was enkindled by information provided to the project team by the project manager. Although the initial purpose of the research did not involve an investigation of information, it became clear through observation and interviews that its impact was not positive.