Optimizing team conflict dynamics for high performance teamwork

By Thomas A. O'Neill, Matthew J. W. McLarnon. Human Resource Management Review, 2017

113 citations recorded by the source corpus.

Abstract In the current review we consider theory and research involving task, relationship, and process conflict. We examine relationships with team performance and innovation with an eye toward recent meta-analytic findings. We then review recent research investigating the interplay of team conflict types in the form of team conflict profiles. We advance the Team Conflict Dynamics Model to connect conflict profiles with key variables in the nomological net: psychological safety, conflict management, and team performance. This model considers dynamics by examining conflict transformations over time, reciprocal effects of conflict management processes, and negative feedback loops. Moreover, the model incorporates contextual features involving team design and the organizational environment. This review is needed in order to integrate recent meta-analytic findings, conflict profiles, conflict dynamics, and contextual factors into a parsimonious model useful for guiding future research and practice.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/74f34c68317a4c53fc4b9a18aab09d3d86bba6b2