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Conflict Transformation: A Longitudinal Investigation of the Relationships Between Different Types of Intragroup Conflict and the Moderating Role of Conflict Resolution.

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Title: Conflict Transformation: A Longitudinal Investigation of the Relationships Between Different Types of Intragroup Conflict and the Moderating Role of Conflict Resolution.
Authors: Greer, Lindred L.1 L.L.Greer@uva.nl, Jehn, Karen A.2, Mannix, Elizabeth A.3
Source: Small Group Research. Jun2008, Vol. 39 Issue 3, p278-302. 25p. 1 Diagram, 3 Charts, 4 Graphs.
Subject Terms: *Conflict management, *Problem solving, *Longitudinal method, *Interaction analysis in education, Task analysis, Social conflict, Social interaction, Social groups, Teams
Abstract: In this longitudinal study, the authors examine the relationships between task, relationship, and process conflict over time. They also look at the role of conflict resolution in determining whether certain forms of intragroup conflict are related to the appearance of other forms of conflict over time. Their findings indicate a negative and long-lasting impact of process conflict occurring early in the team's interaction. Specifically, they find that process conflict, but not task or relationship conflict, occurring early in a team's interaction leads to higher levels of all other conflict types for the remaining interactions of the team. In addition, the authors find that the effect of process conflict on the other types of conflict over time may be limited when members are able to resolve their process conflicts at the start of their time together. [ABSTRACT FROM AUTHOR]
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Database: Education Research Complete
Description
Abstract:In this longitudinal study, the authors examine the relationships between task, relationship, and process conflict over time. They also look at the role of conflict resolution in determining whether certain forms of intragroup conflict are related to the appearance of other forms of conflict over time. Their findings indicate a negative and long-lasting impact of process conflict occurring early in the team's interaction. Specifically, they find that process conflict, but not task or relationship conflict, occurring early in a team's interaction leads to higher levels of all other conflict types for the remaining interactions of the team. In addition, the authors find that the effect of process conflict on the other types of conflict over time may be limited when members are able to resolve their process conflicts at the start of their time together. [ABSTRACT FROM AUTHOR]
ISSN:10464964
DOI:10.1177/1046496408317793