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Managing Co-occurring Conflicts in Teams

Author

Listed:
  • Kristin Behfar

    (University of Virginia)

  • Ray Friedman

    (Vanderbilt University)

  • Jeanne Brett

    (Northwestern University)

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.

Suggested Citation

  • Kristin Behfar & Ray Friedman & Jeanne Brett, 2016. "Managing Co-occurring Conflicts in Teams," Group Decision and Negotiation, Springer, vol. 25(3), pages 501-536, May.
    • Handle: RePEc:spr:grdene:v:25:y:2016:i:3:d:10.1007_s10726-015-9450-x
    DOI: 10.1007/s10726-015-9450-x
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    References listed on IDEAS

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    Cited by:

    1. Zhang, Lihan & Gao, Yan & Lu, Wenxue & Guo, Wenqian, 2023. "The influence of conflict event strength on interorganizational cooperation: Moderating roles of contractual complexity and trust," Journal of Business Research, Elsevier, vol. 159(C).

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