Differences and disagreement as factors in creative group problem solving.

Hoffmann, Lisa; Harburg, Ernest; Maier, Norman R. F.

doi:10.1037/h0045952

Cited by 110 publications

(45 citation statements)

References 13 publications

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“…The possible solutions to the case vary in quality and conformance to the wishes of the workers and the foreman; old (favored by the workers) , new (preferred by the foreman) and integrative (an innovative solution combining positive aspects of the old and new solutions) , The case has been used extensively for research purposes in the past Hoffman, 1959;Maier and Solem, 1962;Hoffman, 1960, 1961;Hoffman, Harburg & Maier, 1962),…”

Section: Methodsmentioning

confidence: 99%

Effects of performance on leadership, cohesiveness, influence, satisfaction, and subsequent performance.

Farris¹,

Lim²

1969

Journal of Applied Psychology

113

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200 management students role-played the "Change of Work Procedure" case in a study designed to determine ways in which performance affects leader behavior. Through changes in the foreman's roles, groups were assigned to a High Performance, Low Performance, or Control condition. High past performance was found to increase leader supportiveness, interaction facilitation, goal emphasis, and work facilitation behaviors, as well as member influence, group cohesiveness, and satisfaction.Thus, theories of leadership should consider performance as a cause as well as an effect of leader behavior.

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Section: Methodsmentioning

confidence: 99%

Effects of performance on leadership, cohesiveness, influence, satisfaction, and subsequent performance.

Farris¹,

Lim²

1969

Journal of Applied Psychology

113

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“…In his meta-analysis of experiments examining these techniques, Schwenk (1990) concluded that they lead to higher quality decisions and lower judgment errors. The controversy induced by arguments of advocacy and opposition challenges important assumptions and induces members to critically reevaluate their own beliefs (Schweiger, Sandberg, & Ragan, 1986;Schweiger, Sandberg, & Rechner, 1989 By stimulating divergent thought and attention, substantive conflict also enhances the cognitive flexibility necessary for creative problem solving (Hoffman, Harburg, & Maier, 1962;Kurtzberg & Amabile, 2000;Nemeth, 1986;Schulz-Hardt, Mojzisch, & Vogelgesang, 2008). Surprisingly, this appears true even if no single team member's judgment is correct.…”

Section: Substantive Conflict and Performancementioning

confidence: 99%

An Integrative Solution to the Conflict Over Conflict.

Mannes¹

2008

AMPROC

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The value of task-related conflict to team effectiveness continues to generate controversy in organizational studies. I argue that this debate reflects as much differences in the conceptualization of conflict by scholars from separate traditions as it does variation in empirical settings and methods. The model proposed in this research is a more general framework for the study of team conflict that clarifies, accommodates, and reconciles to a large degree the divergent findings of prior research. It suggests that recent pessimism about the value of team conflict is overstated, and it offers a number of promising paths through which task-related conflict may improve team performance and satisfaction.Chapter 1 reviews the history of this debate and introduces the model of team conflict.Chapter 2 documents a test of the model's propositions in a correlational study of 223

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“…At a group level: Hoffman et al (1962) and Chatman et al (1998) found that sex diversity measured by task conflict increases the quality of solutions. This effect is achieved moderated by the tolerance of other points of view (Hoffman et al 1962) and collectivist cultures (Chatman et al 1998).…”

Section: Moderated and Mediated Gender-performance Relationshipmentioning

confidence: 99%

“…This effect is achieved moderated by the tolerance of other points of view (Hoffman et al 1962) and collectivist cultures (Chatman et al 1998). Watson et al (1998) reported that gender diversity mediated by self-oriented behavior (SOBs) and moderated by the type of task improves the performance of group tasks.…”

Section: Moderated and Mediated Gender-performance Relationshipmentioning

confidence: 99%