Managing Co-occurring Conflicts in Teams

Kristin Behfar (), Ray Friedman () and Jeanne Brett ()
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Kristin Behfar: University of Virginia
Ray Friedman: Vanderbilt University
Jeanne Brett: Northwestern University

Group Decision and Negotiation, 2016, vol. 25, issue 3, No 3, 536 pages

Abstract: Abstract This study extends prior research on conflict in teams by showing that a team’s chances of appropriately managing one type of conflict depends on what other types of conflicts are co-occurring. We interviewed 44 managers from different industries who had recently participated in a negotiating team, asking about within-team conflicts and how those conflicts were managed. The data showed that task conflict increased the likelihood that teams managed co-occurring procedural conflicts appropriately, but that procedural conflicts decreased the likelihood that teams managed co-occurring task conflicts appropriately. These results explain why some teams fail to realize the theorized benefits of task conflict and why procedural conflict does not always have a deleterious impact on team performance: The co-occurrence of these different types of conflict can alter what strategy a team uses to manage conflicts.

Keywords: Conflict management; Negotiating teams; Team conflict; Team process (search for similar items in EconPapers)
Date: 2016
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Citations: View citations in EconPapers (1)

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DOI: 10.1007/s10726-015-9450-x

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