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Effects of Conflict Management Strategies on All Conflict Types
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Members of work groups are highly interdependent and often share incompatible values, objectives, and opinions. As a result, conflict frequently arises. Given the profound impact of conflict on group effectiveness, scholars have sought to identify strategies that can mitigate its downsides and leverage its upsides. Yet research on conflict manageme...
Contexts in source publication
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... eight grey cells that appear on the diagonals of Table 2 indicate the optimal effects of each of the eight subcategories of conflict management strategies for their targeted conflict types. ...
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... examined each of these combinations to determine whether the act of reducing or tolerating differences associated with the targeted conflict type may indirectly influence the nontargeted conflict type by shaping factors-including attitudes (e.g., how members compare themselves to others), behaviors (e.g., communication patterns), and self-defining features (e.g., status associated with certain roles)-that underlie the nontargeted conflict type. We propose that four of the conflict combinations (relational/status, status/process, status/task, and relational/task) are characterized by specific forms of interdependence that lead to spillovers, such that attempts to manage one conflict type will systematically increase or decrease the other conflict type (see the off-diagonal cells in Table 2). We use our typology as a foundation for our analysis because the distinction between reducing and tolerating differences allows us Downloaded from informs.org by [165. ...
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... precisely identify when and how strategies associated with one conflict type escalate or attenuate another conflict type. We then explain why spillovers are unlikely to result from the remaining two combinations of conflict types (relational/process and process/task), thereby accounting for the cells in Table 2 for which we suggest that a given conflict management strategy will likely have no effect on another conflict type. Although our aim is to build theory that holds across most groups in most situations (Weick 1999), certain factors are likely to occasionally condition these effects. ...
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... may amplify the tendency for highstatus members to treat low-status members with less respect, further escalating status conflict (Amir 1969). In sum, we propose that tolerating differences associated with relational conflict may increase status conflict (Table 2, cell 10). ...
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... Science 27(5), pp. 1125-1141, © 2016INFORMS 1133 status-based differences may attenuate relational conflict (Table 2, cell 4). ...
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... status conflict was not identified at the time of the study by Behfar et al. (2008), examining their finding through a prism informed by status conflict would suggest the presence of a positive spillover since a greater sense of equality corresponds with less hierarchical tension. In this way, we propose that reducing process-based differences may mitigate status conflict (Table 2, cell 13). ...
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... Fleming and Waguespack (2007) found that brokering was viewed with suspicion because group members assumed that brokers inevitably accumulated too much clout, information control, and status. Thus, when viewed through a conflict lens, we suggest that establishing a moderate amount of task-based differences may exacerbate status conflict (Table 2, cell 15). ...
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... defenses may be lowered (Bendersky 2014), making them more open to putting forth dissenting viewpoints. In all, the combination of hierarchy (which tends to suppress the exchange of opposing viewpoints) and psychological safety (which facilitates the exchange of opposing viewpoints) leads us to expect the following spillover: tolerating status differences establishes a moderate (i.e., optimal) amount of task conflict (Table 2, cell 28). ...
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... research that has investigated individual strategies (e.g., Richter et al. 2006, Ronay et al. 2012) or multiple strategies ( Behfar et al. 2008) has examined how they each influence a single conflict type. In this way, whereas existing work has largely focused on the eight diagonal cells in Table 2 (shaded grey), we have expanded this focus to the 24 off-diagonal cells in Table 2 (with the white background). We conclude by considering how this more holistic approach advances research on conflict management and diversity. ...
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... research that has investigated individual strategies (e.g., Richter et al. 2006, Ronay et al. 2012) or multiple strategies ( Behfar et al. 2008) has examined how they each influence a single conflict type. In this way, whereas existing work has largely focused on the eight diagonal cells in Table 2 (shaded grey), we have expanded this focus to the 24 off-diagonal cells in Table 2 (with the white background). We conclude by considering how this more holistic approach advances research on conflict management and diversity. ...
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... appropriately account for these spillovers, we suggest that scholars test the effects of conflict management strategies on multiple conflict types rather than only the conflict type that the strategy is best equipped to mitigate. As scholars seek to construct models that are sensitive to spillover effects yet parsimonious (i.e., including as few variables and statistical tests as are necessary), they can use our predictions in Table 2 as a guide for which conflict types should be tested. In some instances, scholars should investigate the effects of conflict management strategies on all four conflict types, whereas in others instance they may only need to examine consequences for two or three of them. ...
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... example, if strategies used to manage relational, process, or task conflict escalate status conflict, then groups can respond by enacting strategies aimed at tolerating status differences. Since these strategies are unlikely to backfire (see Table 2, cells 4, 12, 20, and 28), groups can potentially avoid all fallout. Despite the promise of using follow-up strategies to patch over unintended escalation, a close inspection of our predictions in Table 2 suggests that there will still be instances when strategies lead to backfiring that is not correctable by employing follow-up strategies (e.g., when relational and task conflict occur in isolation or together). ...
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... these strategies are unlikely to backfire (see Table 2, cells 4, 12, 20, and 28), groups can potentially avoid all fallout. Despite the promise of using follow-up strategies to patch over unintended escalation, a close inspection of our predictions in Table 2 suggests that there will still be instances when strategies lead to backfiring that is not correctable by employing follow-up strategies (e.g., when relational and task conflict occur in isolation or together). On these occasions, the "bad is stronger than good" effect would imply that the negativity derived from exacerbating a nontargeted form conflict may outweigh the positivity derived from mitigating the targeted form of conflict ( Baumeister et al. 2001). ...
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... a broad level, it would be useful to consider how the "tolerating" approach compares to the "reducing" approach. On balance, the "tolerating" approach compares favorably to the "reducing" approach, as the latter is likely to backfire more often than the former, especially with respect to status conflict (see Table 2). Moreover, approaches to reducing differences are often more costly than approaches related to tolerating differences. ...
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... effectiveness of reducing versus tolerating differences depends on the type of conflict that those differences cause. For example, regardless of whether status conflict exists in isolation or co-occurs with any of the other forms of conflict, members should enact strategies aimed at tolerating differences rather than reducing them (see the two columns in Table 2 relevant to managing status conflict). And regardless of whether process conflict exists in isolation or co-occurs with any other form of conflict, members should enact strategies aimed at reducing differences rather than tolerating them (see the two columns in Table 2 relevant to managing process conflict). ...
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... example, regardless of whether status conflict exists in isolation or co-occurs with any of the other forms of conflict, members should enact strategies aimed at tolerating differences rather than reducing them (see the two columns in Table 2 relevant to managing status conflict). And regardless of whether process conflict exists in isolation or co-occurs with any other form of conflict, members should enact strategies aimed at reducing differences rather than tolerating them (see the two columns in Table 2 relevant to managing process conflict). In this way, the usefulness of reducing versus tolerating differences for diversity researchers is underscored by the reality that the relative merit of these two approaches depends on which conflict type emerges. ...
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... strategies are still likely to backfire, however, because they reduce barriers to communication and cause low-status members to be more aware of high-status members, leading to negative upward comparisons. 8 We do not predict spillovers for Table 2, cells 5, 6, 17, and 18. The following is a brief overview of the reasons why we do not posit these effects. ...
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... relational differences could decrease process conflict if it leads members to better take the perspective of others when determining who should take on each role, yet it could also increase process conflict since people may still have an inherent preference to work with those from their same social category. 9 We do not predict spillovers for Table 2, cells 23, 24, 29, and 30. The following is a brief overview of the reasons why we do not posit these effects. ...
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... eight grey cells that appear on the diagonals of Table 2 indicate the optimal effects of each of the eight subcategories of conflict management strategies for their targeted conflict types. ...
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... examined each of these combina- tions to determine whether the act of reducing or tol- erating differences associated with the targeted conflict type may indirectly influence the nontargeted conflict type by shaping factors-including attitudes (e.g., how members compare themselves to others), behaviors (e.g., communication patterns), and self-defining features (e.g., status associated with certain roles)-that underlie the nontargeted conflict type. We propose that four of the conflict combinations (relational/status, status/process, status/task, and relational/task) are characterized by spe- cific forms of interdependence that lead to spillovers, such that attempts to manage one conflict type will system- atically increase or decrease the other conflict type (see the off-diagonal cells in Table 2). We use our typology as a foundation for our analysis because the distinction between reducing and tolerating differences allows us Downloaded from informs.org by [165. ...
Context 21
... precisely identify when and how strategies associated with one conflict type escalate or attenuate another con- flict type. We then explain why spillovers are unlikely to result from the remaining two combinations of con- flict types (relational/process and process/task), thereby accounting for the cells in Table 2 for which we sug- gest that a given conflict management strategy will likely have no effect on another conflict type. Although our aim is to build theory that holds across most groups in most situations (Weick 1999), certain factors are likely to occa- sionally condition these effects. ...
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... may amplify the tendency for high- status members to treat low-status members with less respect, further escalating status conflict (Amir 1969). In sum, we propose that tolerating differences associ- ated with relational conflict may increase status conflict (Table 2, cell 10). ...
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... Science 27(5), pp. 1125-1141, © 2016INFORMS 1133 status-based differences may attenuate relational conflict (Table 2, cell 4). ...
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... rep- resents a positive spillover that follows from tolerating, rather than reducing, a status hierarchy. Specifically, we expect that tolerating status-based differences is likely to reduce process conflict (Table 2, cell 20). ...
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... status conflict was not identified at the time of the study by Behfar et al. (2008), exam- ining their finding through a prism informed by status conflict would suggest the presence of a positive spillover since a greater sense of equality corresponds with less hierarchical tension. In this way, we propose that reduc- ing process-based differences may mitigate status conflict (Table 2, cell 13). ...
Context 26
... Fleming and Waguespack (2007) found that brokering was viewed with suspicion because group members assumed that brokers inevitably accumulated too much clout, information con- trol, and status. Thus, when viewed through a conflict lens, we suggest that establishing a moderate amount of task-based differences may exacerbate status conflict (Table 2, cell 15). ...
Context 27
... defenses may be lowered (Bendersky 2014), making them more open to putting forth dissenting viewpoints. In all, the combination of hierarchy (which tends to suppress the exchange of opposing viewpoints) and psychologi- cal safety (which facilitates the exchange of opposing viewpoints) leads us to expect the following spillover: tol- erating status differences establishes a moderate (i.e., optimal) amount of task conflict (Table 2, cell 28). ...
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... policy meant to reduce interpersonal friction backfired. Thus, we propose that tolerating relational differences can create too much task conflict (Table 2, cell 26). ...
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... the occasions when members from different subgroups do interact, their thoughts may be dictated more by "us versus them" antagonism than an understanding of other subgroup members as individuals. As a result, we propose that establishing moderately strong task-based differences may escalate relational conflict (Table 2, cell 7). ...
Context 30
... research that has investigated individ- ual strategies (e.g., Richter et al. 2006, Ronay et al. 2012) or multiple strategies ( Behfar et al. 2008) has examined how they each influence a single conflict type. In this way, whereas existing work has largely focused on the eight diagonal cells in Table 2 (shaded grey), we have expanded this focus to the 24 off-diagonal cells in Table 2 (with the white background). We conclude by considering how this more holistic approach advances research on conflict management and diversity. ...
Context 31
... research that has investigated individ- ual strategies (e.g., Richter et al. 2006, Ronay et al. 2012) or multiple strategies ( Behfar et al. 2008) has examined how they each influence a single conflict type. In this way, whereas existing work has largely focused on the eight diagonal cells in Table 2 (shaded grey), we have expanded this focus to the 24 off-diagonal cells in Table 2 (with the white background). We conclude by considering how this more holistic approach advances research on conflict management and diversity. ...
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... appropriately account for these spillovers, we suggest that scholars test the effects of conflict management strategies on multiple conflict types rather than only the conflict type that the strategy is best equipped to mitigate. As scholars seek to construct models that are sensitive to spillover effects yet parsimonious (i.e., including as few variables and statis- tical tests as are necessary), they can use our predictions in Table 2 as a guide for which conflict types should be tested. In some instances, scholars should investigate the effects of conflict management strategies on all four con- flict types, whereas in others instance they may only need to examine consequences for two or three of them. ...
Context 33
... example, if strategies used to manage relational, pro- cess, or task conflict escalate status conflict, then groups can respond by enacting strategies aimed at tolerating status differences. Since these strategies are unlikely to backfire (see Table 2, cells 4, 12, 20, and 28), groups can potentially avoid all fallout. Despite the promise of using follow-up strategies to patch over unintended esca- lation, a close inspection of our predictions in Table 2 suggests that there will still be instances when strategies lead to backfiring that is not correctable by employing follow-up strategies (e.g., when relational and task con- flict occur in isolation or together). ...
Context 34
... these strategies are unlikely to backfire (see Table 2, cells 4, 12, 20, and 28), groups can potentially avoid all fallout. Despite the promise of using follow-up strategies to patch over unintended esca- lation, a close inspection of our predictions in Table 2 suggests that there will still be instances when strategies lead to backfiring that is not correctable by employing follow-up strategies (e.g., when relational and task con- flict occur in isolation or together). On these occasions, the "bad is stronger than good" effect would imply that the negativity derived from exacerbating a nontargeted form conflict may outweigh the positivity derived from mitigating the targeted form of conflict ( Baumeister et al. 2001). ...
Context 35
... a broad level, it would be useful to consider how the "tolerating" approach com- pares to the "reducing" approach. On balance, the "tol- erating" approach compares favorably to the "reducing" approach, as the latter is likely to backfire more often than the former, especially with respect to status conflict (see Table 2). Moreover, approaches to reducing differ- ences are often more costly than approaches related to tolerating differences. ...
Context 36
... effectiveness of reducing versus tolerating differ- ences depends on the type of conflict that those differ- ences cause. For example, regardless of whether status conflict exists in isolation or co-occurs with any of the other forms of conflict, members should enact strategies aimed at tolerating differences rather than reducing them (see the two columns in Table 2 relevant to managing sta- tus conflict). And regardless of whether process conflict exists in isolation or co-occurs with any other form of conflict, members should enact strategies aimed at reduc- ing differences rather than tolerating them (see the two columns in Table 2 relevant to managing process conflict). ...
Context 37
... example, regardless of whether status conflict exists in isolation or co-occurs with any of the other forms of conflict, members should enact strategies aimed at tolerating differences rather than reducing them (see the two columns in Table 2 relevant to managing sta- tus conflict). And regardless of whether process conflict exists in isolation or co-occurs with any other form of conflict, members should enact strategies aimed at reduc- ing differences rather than tolerating them (see the two columns in Table 2 relevant to managing process conflict). In this way, the usefulness of reducing versus tolerating differences for diversity researchers is underscored by the reality that the relative merit of these two approaches depends on which conflict type emerges. ...
Context 38
... strategies are still likely to backfire, however, because they reduce barriers to communication and cause low-status members to be more aware of high-status members, leading to negative upward comparisons. 8 We do not predict spillovers for Table 2, cells 5, 6, 17, and 18. The following is a brief overview of the reasons why we do not posit these effects. ...
Context 39
... relational differences could decrease pro- cess conflict if it leads members to better take the perspective of others when determining who should take on each role, yet it could also increase process conflict since people may still have an inherent preference to work with those from their same social category. 9 We do not predict spillovers for Table 2, cells 23, 24, 29, and 30. The following is a brief overview of the reasons why we do not posit these effects. ...
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Purpose
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Design/methodology/approach
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