The Role of Conflict Resolution in Teams - An Empirical Study

Abstract

This paper explores the linkages between strategies for managing different types of conflict and group performance and satisfaction. Results from a qualitative study of fifty-seven autonomous teams suggest that groups that improve over time share three conflict-resolution tendencies: 1) focusing on the content of interpersonal interactions rather than delivery style, 2) explicitly discussing reasons behind any agreements or decisions reached in accepting and distributing work assignments, and 3) assigning work to members who have the relevant task expertise, rather than assigning by convenience. Our results also suggest that teams that are successful over time are likely to be both proactive in anticipating the need for conflict resolution, and pluralistic in developing solutions to conflict that accommodate the needs of all group members.

Keywords: Conflict Dynamics, CR Strategy