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Karen A Jehn - One of the best experts on this subject based on the ideXlab platform.
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coping with Intragroup Conflict
2014Co-Authors: Frank R.c. De Wit, Karen A Jehn, Daan ScheepersAbstract:Conflicts are typically considered stressful and therefore can elicit strong physiological reactions such as increases in heart rate or blood pressure. Thus far, surprisingly little research attention has been paid to how psychophysiological stress responses affect the way Conflicts are managed. In this chapter we address this issue and focus specifically on Intragroup Conflicts. To that end, we first review the Intragroup Conflict literature, concluding that groups tend to be hurt by relationship and process Conflict, but may benefit from task Conflict under certain circumstances. Next, we discuss four studies in which we applied the biopsychosocial model of challenge and threat (BPSM; for example, Blascovich, 2008) to understand how psychological and cardiovascular markers of challenge and threat states are related to how people deal with task Conflict during joint decision-making tasks. We describe how across the four studies we found that people tended to hold onto their initially preferred decision alternatives more strongly when they exhibited a threat (vs. challenge) states during a task Conflict. We also discuss how in many, but not all, cases this will lead to suboptimal decisions.
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cardiovascular reactivity and resistance to opposing viewpoints during Intragroup Conflict
Psychophysiology, 2012Co-Authors: Frank R.c. De Wit, Daan Scheepers, Karen A JehnAbstract:This study examined how the outcomes of joint decision making relate to cardiovascular reactions when group members disagree about the decision to be taken. A Conflict was experimentally induced during a joint decision-making task, while cardiovascular markers of challenge/threat motivational states were assessed following the biopsychosocial model of challenge and threat (BPSM; J. Blascovich, 2008). Results show that individuals were less likely to adjust their initially preferred decision alternative the more they exhibited a cardiovascular pattern indicative of threat (i.e., relatively high total peripheral resistance and low cardiac output) compared to challenge. This finding extends the BPSM by showing a link between threat and rigidity, and emphasizes the importance of psychophysiological processes for studying Intragroup Conflict and decision making.
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The paradox of Intragroup Conflict: A meta-analysis
Journal of Applied Psychology, 2012Co-Authors: Frank R.c. De Wit, Lindred L Greer, Karen A JehnAbstract:Since the meta-analysis by De Dreu and Weingart (2003b) on the effects of Intragroup Conflict on group outcomes, more than 80 new empirical studies of Conflict have been conducted, often investigating more complex, moderated relationships between Conflict and group outcomes, as well as new types of Intragroup Conflict, such as process Conflict. To explore the trends in this new body of literature, we conducted a meta-analysis of 116 empirical studies of Intragroup Conflict (n = 8,880 groups) and its relationship with group outcomes. To address the heterogeneity across the studies included in the meta-analysis, we also investigated a number of moderating variables. Stable negative relationships were found between relationship and process Conflict and group outcomes. In contrast to the results of De Dreu and Weingart, we did not find a strong and negative association between task Conflict and group performance. Analyses of main effects as well as moderator analyses revealed a more complex picture. Task Conflict and group performance were more positively related among studies where the association between task and relationship Conflict was relatively weak, in studies conducted among top management teams rather than non-top management teams, and in studies where performance was measured in terms of financial performance or decision quality rather than overall performance.
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the paradox of Intragroup Conflict a meta analysis frank r c de wit
2012Co-Authors: Lindred L Greer, Karen A JehnAbstract:Since the meta-analysis by De Dreu and Weingart (2003b) on the effects of Intragroup Conflict on group outcomes, more than 80 new empirical studies of Conflict have been conducted, often investigating more complex, moderated relationships between Conflict and group outcomes, as well as new types of Intragroup Conflict, such as process Conflict. To explore the trends in this new body of literature, we conducted a meta-analysis of 116 empirical studies of Intragroup Conflict (n 8,880 groups) and its relationship with group outcomes. To address the heterogeneity across the studies included in the meta-analysis, we also investigated a number of moderating variables. Stable negative relationships were found between relationship and process Conflict and group outcomes. In contrast to the results of De Dreu and Weingart, we did not find a strong and negative association between task Conflict and group performance. Analyses of main effects as well as moderator analyses revealed a more complex picture. Task Conflict and group performance were more positively related among studies where the association between task and relationship Conflict was relatively weak, in studies conducted among top management teams rather than non–top management teams, and in studies where performance was measured in terms of financial performance or decision quality rather than overall performance.
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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
Small Group Research, 2008Co-Authors: Lindred L Greer, Karen A Jehn, Elizabeth A MannixAbstract: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.
Christian Korunka - One of the best experts on this subject based on the ideXlab platform.
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does Intragroup Conflict intensity matter the moderating effects of Conflict management on emotional exhaustion and work engagement
Frontiers in Psychology, 2021Co-Authors: Zinat Esbati, Christian KorunkaAbstract:To elucidate the distinct effects of relationship Conflict (RC) and task Conflict (TC), we investigated the intensity (low vs. high) of the two types of Conflict on emotional exhaustion and work engagement. Furthermore, we examined how cooperative vs. competitive Conflict-handling styles moderate the relationship between the two types of Conflict and emotional exhaustion and work engagement. We also examined the role of emotion regulation (cognitive reappraisal and distraction) as a covariate to control its effects on the study variables. Utilizing two separate 2 × 2 between-subject experimental designs, we recruited 120 employees from several companies in Austria. The results suggest that higher levels of both RC and TC are positively related to emotional exhaustion and negatively to work engagement. A cooperative Conflict management style moderated the effects of both RC and TC on work engagement. The results suggest decoupling RC and TC and examining the interplay between the intensity of Intragroup Conflict types and Conflict management styles provides insights into the connection between the levels of Conflict, Conflict management, emotional exhaustion, and work engagement. Additionally, it supports the usage of distraction as a viable regulation strategy for managing the effects of high levels of RC on emotional exhaustion.
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what moderates the relation between Intragroup Conflict emotional exhaustion and work engagement
Scandinavian Journal of Work and Organizational Psychology, 2020Co-Authors: Zinat Esbati, Christian KorunkaAbstract:The present study investigated whether emotion regulation moderates the association between relationship Conflict and group emotional exhaustion and whether Conflict management moderates the association between task Conflict and group work engagement in organizational workgroups. We conducted hierarchical regression and moderation analyses on questionnaire responses from the members of 91 workgroups (N = 595). The analyses revealed that emotion regulation via distraction moderated the influences of relationship Conflict on group emotional exhaustion. Furthermore, a cooperative style of Conflict management moderated the influences of task Conflict on group work engagement. The findings suggest that distraction and a cooperative style are effective for moderating group emotional exhaustion and group work engagement respectively. Future research should use a more interpretive perspective to gain deeper insight on the ways of managing Conflict at the workgroup level. This study suggests which strategies would be most useful for reducing group emotional exhaustion and for increasing group work engagement
Zinat Esbati - One of the best experts on this subject based on the ideXlab platform.
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does Intragroup Conflict intensity matter the moderating effects of Conflict management on emotional exhaustion and work engagement
Frontiers in Psychology, 2021Co-Authors: Zinat Esbati, Christian KorunkaAbstract:To elucidate the distinct effects of relationship Conflict (RC) and task Conflict (TC), we investigated the intensity (low vs. high) of the two types of Conflict on emotional exhaustion and work engagement. Furthermore, we examined how cooperative vs. competitive Conflict-handling styles moderate the relationship between the two types of Conflict and emotional exhaustion and work engagement. We also examined the role of emotion regulation (cognitive reappraisal and distraction) as a covariate to control its effects on the study variables. Utilizing two separate 2 × 2 between-subject experimental designs, we recruited 120 employees from several companies in Austria. The results suggest that higher levels of both RC and TC are positively related to emotional exhaustion and negatively to work engagement. A cooperative Conflict management style moderated the effects of both RC and TC on work engagement. The results suggest decoupling RC and TC and examining the interplay between the intensity of Intragroup Conflict types and Conflict management styles provides insights into the connection between the levels of Conflict, Conflict management, emotional exhaustion, and work engagement. Additionally, it supports the usage of distraction as a viable regulation strategy for managing the effects of high levels of RC on emotional exhaustion.
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what moderates the relation between Intragroup Conflict emotional exhaustion and work engagement
Scandinavian Journal of Work and Organizational Psychology, 2020Co-Authors: Zinat Esbati, Christian KorunkaAbstract:The present study investigated whether emotion regulation moderates the association between relationship Conflict and group emotional exhaustion and whether Conflict management moderates the association between task Conflict and group work engagement in organizational workgroups. We conducted hierarchical regression and moderation analyses on questionnaire responses from the members of 91 workgroups (N = 595). The analyses revealed that emotion regulation via distraction moderated the influences of relationship Conflict on group emotional exhaustion. Furthermore, a cooperative style of Conflict management moderated the influences of task Conflict on group work engagement. The findings suggest that distraction and a cooperative style are effective for moderating group emotional exhaustion and group work engagement respectively. Future research should use a more interpretive perspective to gain deeper insight on the ways of managing Conflict at the workgroup level. This study suggests which strategies would be most useful for reducing group emotional exhaustion and for increasing group work engagement
Frank R.c. De Wit - One of the best experts on this subject based on the ideXlab platform.
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coping with Intragroup Conflict
2014Co-Authors: Frank R.c. De Wit, Karen A Jehn, Daan ScheepersAbstract:Conflicts are typically considered stressful and therefore can elicit strong physiological reactions such as increases in heart rate or blood pressure. Thus far, surprisingly little research attention has been paid to how psychophysiological stress responses affect the way Conflicts are managed. In this chapter we address this issue and focus specifically on Intragroup Conflicts. To that end, we first review the Intragroup Conflict literature, concluding that groups tend to be hurt by relationship and process Conflict, but may benefit from task Conflict under certain circumstances. Next, we discuss four studies in which we applied the biopsychosocial model of challenge and threat (BPSM; for example, Blascovich, 2008) to understand how psychological and cardiovascular markers of challenge and threat states are related to how people deal with task Conflict during joint decision-making tasks. We describe how across the four studies we found that people tended to hold onto their initially preferred decision alternatives more strongly when they exhibited a threat (vs. challenge) states during a task Conflict. We also discuss how in many, but not all, cases this will lead to suboptimal decisions.
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cardiovascular reactivity and resistance to opposing viewpoints during Intragroup Conflict
Psychophysiology, 2012Co-Authors: Frank R.c. De Wit, Daan Scheepers, Karen A JehnAbstract:This study examined how the outcomes of joint decision making relate to cardiovascular reactions when group members disagree about the decision to be taken. A Conflict was experimentally induced during a joint decision-making task, while cardiovascular markers of challenge/threat motivational states were assessed following the biopsychosocial model of challenge and threat (BPSM; J. Blascovich, 2008). Results show that individuals were less likely to adjust their initially preferred decision alternative the more they exhibited a cardiovascular pattern indicative of threat (i.e., relatively high total peripheral resistance and low cardiac output) compared to challenge. This finding extends the BPSM by showing a link between threat and rigidity, and emphasizes the importance of psychophysiological processes for studying Intragroup Conflict and decision making.
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The paradox of Intragroup Conflict: A meta-analysis
Journal of Applied Psychology, 2012Co-Authors: Frank R.c. De Wit, Lindred L Greer, Karen A JehnAbstract:Since the meta-analysis by De Dreu and Weingart (2003b) on the effects of Intragroup Conflict on group outcomes, more than 80 new empirical studies of Conflict have been conducted, often investigating more complex, moderated relationships between Conflict and group outcomes, as well as new types of Intragroup Conflict, such as process Conflict. To explore the trends in this new body of literature, we conducted a meta-analysis of 116 empirical studies of Intragroup Conflict (n = 8,880 groups) and its relationship with group outcomes. To address the heterogeneity across the studies included in the meta-analysis, we also investigated a number of moderating variables. Stable negative relationships were found between relationship and process Conflict and group outcomes. In contrast to the results of De Dreu and Weingart, we did not find a strong and negative association between task Conflict and group performance. Analyses of main effects as well as moderator analyses revealed a more complex picture. Task Conflict and group performance were more positively related among studies where the association between task and relationship Conflict was relatively weak, in studies conducted among top management teams rather than non-top management teams, and in studies where performance was measured in terms of financial performance or decision quality rather than overall performance.
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the paradox of Intragroup Conflict
2008Co-Authors: Karen A Jehn, Frank R.c. De WitAbstract:During group decision making, people often experience disagreements in which they need to choose between their own viewpoint and the viewpoint of another group member, for example, when cabinet members disagree about the best decision to tackle a crisis. These Intragroup Conflicts often pose a paradox for groups. On the one hand, Conflicts use up precious time, evoke frustration, and reduce group members’ motivation to work for the group. Yet, on the other hand, Conflicts challenge group members’ to more critically evaluate their initial viewpoints which, in the end, may result in more well-informed decisions. In this dissertation I address this “paradox of Intragroup Conflict” by means of a meta-analysis of past Intragroup Conflict research and six experiments examining when Conflicts are most likely to help or hinder group decision-making. The findings show that although two types of Conflict (i.e., rela tionship and process Conflict) have a strong tendency to hurt group outcomes, a third type of Conflict (i.e., task Conflict) has the potential to help group outcomes. Yet, whether a group can indeed benefit from a task Conflict strongly depends on contextual factors (e.g., the presence vs. absence of a relationship Conflict) and individual-level factors (e.g., cardiovascular reactions to Conflict).
Kristin Behfar - One of the best experts on this subject based on the ideXlab platform.
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the dynamic relationship between performance feedback trust and Conflict in groups a longitudinal study
Organizational Behavior and Human Decision Processes, 2003Co-Authors: Randall S Peterson, Kristin BehfarAbstract:Abstract Moderate task Conflict has generally been associated with higher group performance, and relationship Conflict associated with lower performance. Past studies have most often discussed their findings as though differences in level of Intragroup Conflict cause differences in group performance—rather than testing the additional possibility that reported group Conflict is a reaction to feedback on past group performance. This paper explores the dynamic relationships between Intragroup Conflict and performance with a longitudinal design. Results from 67 groups suggest that initial performance feedback to groups can have significant consequences for future team interaction. We find evidence to suggest that, (a) negative initial group performance feedback results in later increases in both task and relationship Conflict, but that (b) groups with high early Intragroup trust are buffered from experiencing the worst of future relationship Conflict.