The paradox of intragroup conflict: a meta-analysis

Since the meta-analysis by De Dreu and Weingart (2003b) on the effects of intragroup conflict on group outcomes, more than 80 new empirical studies of conflict have been conducted, often investigating more complex, moderated relationships between conflict and group outcomes, as well as new types of intragroup conflict, such as process conflict. To explore the trends in this new body of literature, we conducted a meta-analysis of 116 empirical studies of intragroup conflict (n = 8,880 groups) and its relationship with group outcomes. To address the heterogeneity across the studies included in the meta-analysis, we also investigated a number of moderating variables. Stable negative relationships were found between relationship and process conflict and group outcomes. In contrast to the results of De Dreu and Weingart, we did not find a strong and negative association between task conflict and group performance. Analyses of main effects as well as moderator analyses revealed a more complex picture. Task conflict and group performance were more positively related among studies where the association between task and relationship conflict was relatively weak, in studies conducted among top management teams rather than non-top management teams, and in studies where performance was measured in terms of financial performance or decision quality rather than overall performance.     

A gift that takes its toll: Emotion recognition and conflict appraisal

Individuals' attributions about conflict influence their behaviour: Appraising conflict as relationship-oriented rather than task-oriented increases individuals' likelihood to engage in conflict-escalating behaviour. This study analysed to what extent emotion recognition influences people's conflict appraisal in teams. Seventy individuals assigned to teams reported on their team conflicts once a week over the course of 2.5 months. The results show that team members high in emotion recognition tend to make more relationship-oriented conflict attributions. At the same time, they make less task-oriented conflict attributions. This tendency towards relationship-oriented attributions was moderated by team-level agreeableness and extraversion: Individuals high in emotion recognition perceived more relationship conflict the lower the average level of agreeableness and extraversion in their teams.     

冲突对绩效的影响：个体、团队宜人性的调节作用

以往个体和团队冲突研究主要考察了个人特征或团队特征对冲突结果的影响, 而尚未充分关注冲突管理过程中个体特征与团队特征间的交互效应。基于个人-团队匹配理论, 本研究探讨了个体层面宜人性与团队层面宜人性异质性对团队中个体冲突(关系冲突、任务冲突)和工作绩效间关系的影响。基于来自64个银行服务团队(包含339名下属和64名主管)的多来源、多时点纵向数据, 本研究所得结果显示：(1)关系冲突显著负向影响工作绩效, 任务冲突对工作绩效的影响不显著。(2)个体宜人性能够显著减弱关系冲突对工作绩效的负面影响, 而增强任务冲突对工作绩效的正向影响。(3)关系/任务冲突、个体宜人性和团队宜人性异质性间存在着三重交互效应, 共同影响工作绩效。具体而言, 当团队宜人性异质性水平较低时, 个体宜人性对关系/任务冲突与工作绩效间关系的调节作用更加显著。     

The dynamic relationship between performance feedback, trust, and conflict in groups: A longitudinal study

Moderate task conflict has generally been associated with higher group performance, and relationship conflict associated with lower performance. Past studies have most often discussed their findings as though differences in level of intragroup conflict cause differences in group performance—rather than testing the additional possibility that reported group conflict is a reaction to feedback on past group performance. This paper explores the dynamic relationships between intragroup conflict and performance with a longitudinal design. Results from 67 groups suggest that initial performance feedback to groups can have significant consequences for future team interaction. We find evidence to suggest that, (a) negative initial group performance feedback results in later increases in both task and relationship conflict, but that (b) groups with high early intragroup trust are buffered from experiencing the worst of future relationship conflict.     

The bigger they are, the harder they fall: Linking team power, team conflict, and performance

Across two field studies, we investigate the impact of team power on team conflict and performance. Team power is based on the control of resources that enables a team to influence others in the company. We find across both studies that low-power teams outperform high-power teams. In both studies, higher levels of process conflict present in high-power teams explain this effect fully. In our second study, we show that team interpersonal power congruence (i.e., the degree to which team members’ self-views of their individual power within the team align with the perceptions of their other team members) ameliorates the relationship between team power and process conflict, such that when team interpersonal power congruence is high, high-power teams are less likely to experience performance-detracting process conflict.     

How negotiators get to yes: predicting the constellation of strategies used across cultures to negotiate conflict

Individualism, hierarchy, polychronicity, and explicit-contracting values explain why managers from Germany, Japan, and the United States use a different mix of strategies to negotiate workplace conflict. Hypotheses extend prior research in showing that conflict behavior is multiply determined and that each culture uses a variety of interests, regulations, and power-based conflict management strategies. Results of actual (rather than survey-based) conflict resolution behavior suggest several fruitful avenues for future research, including examining the inferred meaning of negotiation arguments, analyzing interaction effects of cultural value dimensions, studying the effectiveness of different strategies across cultures, and examining whether strategic adjustments are made during intercultural conflict management.     

Personality,reciprocity, and strength of conflict resolution strategy

The present field study investigates how an individual’s interpersonal conflict resolution behavior is affected by the individual’s personality (assessed by the Big 5) and a situational factor (the other party’s conflict behavior), as well as how the two factors interact. A hierarchical regression analysis based on 256 student–roommate/friend dyads shows that both factors are important. Extraversion and Agreeableness were significantly related to most conflict strategies used by students. The results show that interactions between the parties in conflict situations are strongly governed by the norm of reciprocity. Finally, we found some empirical support for the interaction effect between personality and situation, suggesting that an individual’s conflict behavior is more complex than what the dispositional or the situational view may suggest.     

团队权力分布差异对团队冲突的影响：程序公平和合法性的作用

近年来团队权力分布差异与团队冲突间关系受到了学界较大关注, 但相关研究结果仍存在分歧。通过对70个工作团队的调查, 探讨了团队权力分布差异对团队冲突(任务冲突、关系冲突)作用的边界条件。结果发现, 程序公平调节了两者间关系：当程序公平较高时, 团队权力分布差异与任务冲突、关系冲突负相关; 当程序公平较低时, 团队权力分布差异与任务冲突、关系冲突正相关。此外, 被中介的调节模型分析显示, 团队合法性感知中介了程序公平的上述调节作用。     

Patterns of interprofessional conflict resolution on school child study teams

This study proposes to investigate perceived and desired methods of conflict resolution by school psychologists, social workers, and learning disability specialists. Data were based on responses to a questionnaire which requested information on how decisions were reached or should have been reached when their child study teams were required to classify a child and there were conflicting opinions between professional groups. While majority vote and resolution by the psychologist accounted for the methods most often used in actual resolutions, there were great disagreements between professions as to how resolutions should have been made. Analysis indicates that the school psychologists are generally satisfied because they are the single group most often making final decisions, but they are generating feelings of discontent among other the other groups which suggst that team functioning and decision making, especially during voting, may be overly affected by interprofessional rivalry rather than objective data.     

The roles of leader emotion management and team conflict for team members' personal initiative: A multilevel perspective

Employees' personal initiative (i.e., their active and future-oriented engagement at work) is of high relevance to organizations that strive for innovation and competitiveness. To better understand its drivers and diminishers, the present study refers to Affective Events Theory and examines the impact of leader emotion management, team conflict, and affective well-being on personal initiative. Data from 300 members of 59 work teams in Germany were gathered from multiple sources at three points in time over the course of 2 weeks. Multilevel analyses indicated that leader emotion management positively affected team members' personal initiative and that this effect was mediated by team members' affective well-being. Data also revealed a contrasting negative indirect effect of task conflict within the team on team members' personal initiative via team members' affective well-being. The study's results suggest that the improvement of leaders' emotion management as well as the establishment of work conditions and experiences that foster affective well-being should be seriously considered by organizations wishing to facilitate personal initiative in team settings.     

A contingency model of conflict and team effectiveness

The authors develop and test theoretical extensions of the relationships of task conflict, relationship conflict, and 2 dimensions of team effectiveness (performance and team-member satisfaction) among 2 samples of work teams in Taiwan and Indonesia. Findings show that relationship conflict moderates the task conflict-team performance relationship. Specifically, the relationship is curvilinear in the shape of an inverted U when relationship conflict is low, but the relationship is linear and negative when relationship conflict is high. The results for team-member satisfaction are more equivocal, but the findings provide some evidence that relationship conflict exacerbates the negative relationship between task conflict and team-member satisfaction.     

Early adolescent health risk behaviors, conflict resolution strategies, and school climate

Drawing upon an ethnically and socio-economically diverse sample of 323 7th grade students from twelve urban schools within one school district, this mixed method study examined early adolescents' self-reported health risk behaviors as related to their conflict resolution strategies and their school's conflict resolution climate. Survey data suggested that early adolescents who reported using more cooperative and fewer aggressive conflict resolution strategies also reported to engage in fewer personal health risk behaviors. Reported engagement in fewer behavioral risks also was associated with attending schools with more supportive “conflict resolution climates.” Serial small group interviews in selected schools indicated that conflict resolution climate quality was associated with how well teachers were perceived to respond to students' conflicts and how they managed teacher–student conflicts. In addition, many students in less supportive climates exhibited cynical attitudes regarding the viability of the conflict resolution strategies promoted by schools and prevention programs.     

Team negotiation: social, epistemic, economic, and psychological consequences of subgroup conflict

Large collectives (e.g., organizations, political parties, nations) are seldom unitary players. Rather, they consist of different subgroups that often have conflicting interests. Nonetheless, negotiation research consistently regards negotiating teams, who represent these collectives, as monolithic parties with uniform interests. This article integrates concepts from social psychology, management, political science, and behavioral game theory to explore the effects of subgroup conflict on team negotiation. Specifically, the present research introduced a conflict of interests within negotiating teams and investigated how this internal conflict affects the outcome of the negotiation between teams. An experiment with 80 four-person teams found that conflict between subgroups had a detrimental effect on the performance of negotiating teams. This research also employed a recent model of motivated information processing in groups to investigate possible processes underlying the effect of subgroup conflict on team negotiation.     

Empathy and conflict resolution in friendship relations among adolescents

The present study addressed empathy's role in conflict resolution within the context of adolescent same-sex friendship relations. Self-report questionnaires were used to assess dispositional affective empathy and conflict resolution styles (problem solving, conflict engagement, withdrawal and compliance). The data of 307 adolescents (149 boys, 158 girls) were included in a multigroup path analysis with sex as a moderator variable. In agreement with the hypothesis that higher levels of dispositional empathy are associated with more successful conflict management, dispositional affective empathy was found to be positively linked to problem solving and negatively linked to conflict engagement among adolescent boys and girls. Dispositional affective empathy was not related to the two more passive strategies (withdrawal and compliance). Sex differences were demonstrated in empathic tendencies, with girls being more empathic than boys. Sex differences were also established in conflict resolution strategies, with girls using problem solving, withdrawal and compliance more frequently than boys. Both sexes scored equally low on conflict engagement, however, and were found to prefer problem solving to all other conflict resolution strategies. Findings are discussed in terms of previous research on empathy and conflict resolution.     

人际冲突中失望的个人效应及冲突类型的调节作用

通过两个计算机情景模拟实验, 分别采用“保证游戏”与“最后通牒博弈”范式, 考察了人际冲突中失望的个体对于威胁评价与冲突行为的影响。在此基础上进一步探讨了冲突类型对人际冲突中失望个人效应的调节作用。结果发现：(1)失望个体相比无情绪个体的威胁评价更高, 冲突行为更多。(2)冲突类型影响处于失望状态的个体的威胁评价, 即价值观冲突中失望个体的威胁评价要高于利益冲突中失望个体的威胁评价; 但是冲突类型并不影响失望个体的冲突行为。     

Epistemic motives and cultural conformity: need for closure, culture, and context as determinants of conflict judgments

Three studies support the proposal that need for closure (NFC) involves a desire for consensual validation that leads to cultural conformity. Individual differences in NFC interact with cultural group variables to determine East Asian versus Western differences in conflict style and procedural preferences (Study 1), information gathering in disputes (Study 2), and fairness judgment in reward allocations (Study 3). Results from experimental tests indicate that the relevance of NFC to cultural conformity reflects consensus motives rather than effort minimization (Study 2) or political conservatism (Study 3). Implications for research on conflict resolution and motivated cultural cognition are discussed.     

Work-family conflict, work- and family-role salience, and women's well-being

The author considered both the direct effect and the moderator effect of role salience in the stress-strain relationship. In contrast to previous studies that have examined the effects of salience on well-being within specific social roles, the present study focused on the work-family interface. From a sample of 147 employed English women with children, the present results of the regression analyses showed that both effects are possible, depending on the outcome measures used. The author observed a direct effect of role salience in the prediction of job satisfaction; work salience was positively related to job satisfaction, over and above the main-effect terms of work-interfering-with-family (WIF) conflict and family-interfering-with-work (FIW) conflict. In contrast, the author found a moderator effect of role salience and conflict for symptoms of psychological distress. However, contrary to predictions, the author found that work salience exacerbated the negative impact of WIF conflict, rather than FIW conflict, on well-being. The author discussed these results in relation to the literature on work-family conflict, role salience, and the issue of stress-strain specificity.     

The effects of culture and cohesiveness on intragroup conflict and effectiveness

To investigate the influence of culture and cohesiveness on intragroup conflict and effectiveness, the authors made comparisons among groups of U.S. friends and strangers and among groups of Chinese friends and strangers. Groups consisting of 5 members of the same culture engaged in a decision-making task. Among U.S. participants, task conflict and performance results tended to vary together. U.S. strangers reported little task conflict (disagreements about fact or opinion) and performed relatively poorly, whereas U.S. friends' performances benefited from an uninhibited exchange of individual ideas and opinions. In contrast, Chinese participants reported uniformly high levels of intragroup conflict and experienced relatively low performance. The results suggest that a task conflict advantage, with which group members feel comfortable enough to freely express and exchange opinions and disagree with each other to achieve optimal outcomes, might be culture specific.