The structure of group conflict in a collaborative work group during information systems development

Franz, Charles R.; Jin, Kyung-Ae

doi:10.1080/00909889509365418

Cited by 14 publications

(13 citation statements)

References 33 publications

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“…The second criterion was the team's change in style, or evolution, over time. Studies of group development, such as Tuckman (1965), Schutz (1966), LaCoursiere (1980), Wheelan (1994), and Franz and Jin (1995) show that groups and their communication patterns change and consolidate as they develop. On the basis of this research, we would expect that groups might develop a characteristic conflict management style by evolution through the episodes.…”

Section: Measurementmentioning

confidence: 99%

“…Second, finding stable conflict management styles disputes theories of group development that posit a deterministic progression toward integrative conflict management. Several writers imply that, as groups move through developmental changes, they also progress toward integrative conflict management (Franz & Jin, 1995;Tuckman, 1965;Wheelan, 1994). Although developmental stages were not explicitly investigated, the 11 teams studied here showed little evidence of progressing toward an integrative style.…”

Section: Group Conflict Management Stylesmentioning

confidence: 99%

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Do conflict management styles affect group decision making? Evidence from a longitudinal field study

Kuhn

Poole

2000

Human Communication Research

134

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This study examined the relationship between group conflict management styles and effectiveness of group decision making in 11 ongoing, naturally occurring workgroups from 2 large U.S. organizations. The major postulate of the study was that groups develop norms regarding how they will manage conflicts that carry over to affect other activities, such as decision making, even when these activities do not involve open conflict. To determine the impact of conflict management style on decision effectiveness, a longitudinal design was used that identified conflict management styles in the initial portion of each team's series of meetings and then analyzed a group decision taken in a meeting near the end of that series. Group conflict management styles were determined using observational methods, and decision effectiveness was measured using multiple indices that tapped member, facilitator, and external observer viewpoints. Task complexity also was considered as a possible moderating variable. The findings suggest that groups that developed integrative conflict management styles made more effective decisions than groups that utilized confrontation and avoidance styles. Groups that never developed a stable style were also less effective than groups with integrative styles.

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Section: Measurementmentioning

confidence: 99%

Section: Group Conflict Management Stylesmentioning

confidence: 99%

Do conflict management styles affect group decision making? Evidence from a longitudinal field study

Kuhn

Poole

2000

Human Communication Research

134

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“…Franz and Jin (1995) note that conflict is ubiquitous in collaborative work groups, making individual decisions negatively correlated. Consistent with Ladha (1992Ladha ( , 1995 and my results in Table 1, Jehn (1995) finds that task conflict is sometimes beneficial to groups performing nonroutine tasks (where there is some uncertainty about the correct choices).…”

Section: An Illustration: An Experimental Test Of the Density Dependementioning

confidence: 99%

Testing Macro Organizational Theories in Laboratory Experiments

Kanazawa

1999

Social Science Research

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Laboratory experiments provide the most rigorous method of testing scientific theories. However, their current use in organizational research is primarily limited to testing micro organizational theories where actors are individuals. I suggest the conditions under which one can test macro organizational theories in laboratory experiments, using human subjects in the role of organizations. I discuss two sequential stages of behavior (decision making and execution) and two different types of groups (democratic and dictatorial). I argue that the process of decision making in democratic groups is the only place where a logical justification is necessary for the use of human subjects in testing macro organizational theories. Using the Condorcet Jury Theorem, I demonstrate that, when four conditions are met, laboratory experiments with human subjects represent statistically conservative tests of macro theories. The four conditions are: (1) two alternative choices; (2) mean individual competence greater than .5; (3) individual decisions not too highly positively correlated; and (4) simple majority decision rule. I illustrate my argument with Hannan and Carroll's (1992) density dependence theory of organizational foundings and delineate one potential experimental design for testing the theory. Academic Press

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“…When, as a result of their accumulated shared experience, differing disciplines "suddenly" recognize that they share common goals and values, develop a sense of urgency to get on with the task, and are willing to accept that each will benefit differently from the outcomes of a new consensus, they can move their conflict toward resolution by combining resources and cooperating. (5) The more complex a task, the more a disagreement needs to be explored over time from various perspectives, and the more iterations of conflict and resolution may be needed before a new agreement becomes apparent. (5) Risk assessment and risk management are highly complex tasks involving numerous complex technical and nontechnical issues and many different disciplines and stakeholders.…”

Section: Introductionmentioning

confidence: 99%

“…(5) The more complex a task, the more a disagreement needs to be explored over time from various perspectives, and the more iterations of conflict and resolution may be needed before a new agreement becomes apparent. (5) Risk assessment and risk management are highly complex tasks involving numerous complex technical and nontechnical issues and many different disciplines and stakeholders. Without a working consensus about the definition of susceptibility, a risk assessment could be conducted that would not meet the expectations or needs of risk assessors, risk managers, or affected subpopulations.…”

Section: Introductionmentioning

confidence: 99%

Variations in Concepts of “Susceptibility” in Risk Assessment

Parkin

Balbus

2000

Risk Analysis

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The Food Quality Protection Act and the 1996 amendments to the Safe Drinking Water Act are two of the most recent examples of legislation calling for protection of susceptible subpopulations. As regulatory deadlines draw nearer, controversies in scientific and policy arenas increase about incorporating susceptibility in risk assessment. The previously accepted working definition of "susceptibility" has already been called into question. Part of the controversy results from different disciplines conceiving of susceptibility in different ways. Understanding the conceptual differences embodied within definitions can provide a basis on which a revised working definition may be developed across disciplines. The purposes of this article are to describe the varying definitions of susceptibility, discuss the differing concepts incorporated in the definitions, and recommend ways in which susceptibility may be defined and framed to meet current risk assessment needs. The present analysis of definitions from the fields of ecology, biology, engineering, medicine, epidemiology, and toxicology revealed different emphases that relate to the underlying perspectives and methods of each field. It is likely that susceptibility will need to be formally defined for public policy purposes, but until that time, the use of more informal communication and decision-making processes is suggested to develop and utilize a new working consensus on the definition of susceptibility.

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The structure of group conflict in a collaborative work group during information systems development

Cited by 14 publications

References 33 publications

Do conflict management styles affect group decision making? Evidence from a longitudinal field study

Do conflict management styles affect group decision making? Evidence from a longitudinal field study

Testing Macro Organizational Theories in Laboratory Experiments

Variations in Concepts of “Susceptibility” in Risk Assessment

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