The importance of conflict in work team effectiveness

Abstract

States that the use of work teams is becoming more and more prominent in organizations today, and that these work teams are empowered to formulate and solve an organization’s problems and thus involve the naturally occurring dynamic of conflict. Explains that conflict is perceived as negative but with positive qualities that are beneficial to the organization. Focuses on the dynamic of conflicts; its effect on work teams’ decision‐making process; and the types of conflict, A‐type and C‐type, and their effects on the decision‐making process of work teams. Finds that C‐type conflict focuses members’ discussion of differences on issues related to the task at hand; fosters creativity, open and honest communication; and utilizes members’ skills and abilities. Claims that this creates a desirable environment for C‐type conflict to exist and impact the decision‐making process. Presents an eight‐step technique through which C‐type conflict can be managed noting that, as the use of work teams increases, the effectiveness of those teams will come into question. Argues that the ability to understand the different types of conflict and to manage it successfully will give work teams the competitive edge.

Citation

Esquivel, M.A. and Kleiner, B.H. (1996), "The importance of conflict in work team effectiveness", Team Performance Management, Vol. 2 No. 3, pp. 42-48. https://doi.org/10.1108/13527599610126265