The conflict‐positive organization: it depends upon us

Tjosvold, Dean

doi:10.1002/job.473

Cited by 319 publications

(362 citation statements)

References 48 publications

(39 reference statements)

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“…The team will only benefit if divergence in meaning leads to deep-level processing of the diverse information and viewpoints in the team (van Knippenberg et al 2004;Homan et al 2007). An open-minded discussion of diverse views is a critical social process by which a more complete awareness and appreciation of the complexity of the problem at hand is developed, incorporating the diverse ideas (Tjosvold et al 2004;Tjosvold 2008). Through this negotiation by argument and clarification, the team works towards a convergence of meaning in order to reach shared mental models.…”

Section: Team Learning 287mentioning

confidence: 99%

Team learning: building shared mental models

Bossche

Gijselaers²,

Segers³

et al. 2010

Instr Sci

245

203

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To gain insight in the social processes that underlie knowledge sharing in teams, this article questions which team learning behaviors lead to the construction of a shared mental model. Additionally, it explores how the development of shared mental models mediates the relation between team learning behaviors and team effectiveness. Analyses were performed on student-teams engaged in a business simulation game. The measurement of shared mental models was based on cognitive mapping techniques. The results indicate that a team learning perspective provides insight in how people share knowledge. Particularly the team learning behaviors identified as co-construction and constructive conflict are related to the development of shared mental models. In addition, a shared mental model of the task environment in a team leads to improved performance. This underscores the importance of developing shared cognition in teamwork.

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Section: Team Learning 287mentioning

confidence: 99%

Team learning: building shared mental models

Bossche

Gijselaers²,

Segers³

et al. 2010

Instr Sci

245

203

View full text Add to dashboard Cite

show abstract

“…The most significant papers are written by (Janssen, 2000), (Kanter, 1982), (Miron et al,2004), (Scott, & Bruce, 1994), (Tjosvold, 2008), (Yuan, 2010).…”

Section: Responsibility Of the Conference Organization Committeementioning

confidence: 99%

Continuous Well-Being and Sustainable Society Development: The Role of Staff Training for Innovative Companies

Vera¹,

Evgeniya²,

Mariy³

2017

The European Proceedings of Social and Behavioural Sciences

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Qualified employees are a key resource in innovative development. At the same time workers and specialists with technical college of education play an important role in economy. The article explains the role of training for innovative companies in connection with the changing social system associated with the assessment of socioeconomic progress and well-being. There are training model for innovative companies, and criteria and indicators for evaluating interaction of professional educational institutions and innovative companies in this article. Training of personnel is revealed through the relationship and the characteristics of the main components of the training model: market research of staff needs, interaction mechanisms of professional educational institutions with innovative companies, evaluation of the results of interaction of professional educational institutions with innovative companies. It is concluded about professional education system which provides sustainability and continuous well-being of society and the individual at the expense of quality of advanced human resource development.

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“…For example, Tjosvold and colleagues, drawing on the cooperationcompetition theory (Deutsch, 1973;Johnson & Johnson, 1989), have conducted effective interventions for developing cooperative relationships and promoting the ability among team members to see conflict as an opportunity to discuss diverse views open-mindedly (constructive controversy, see also Tjosvold, 2008;Tjosvold & Su, 2007), which can foster creative solutions and reinforce relationships (Lu et al, 2010;Tjosvold et al, 2014). In contrast to cooperative conflict resolution in teams, we focused on individual integrative conflict resolution.…”

Section: Practical Implicationsmentioning

confidence: 99%