Introduction
Working with
others in any environment first outcomes may are the disagreements or arguments
or different opinions, these called conflicts. Every Conflicts start within two
parties, either individual with individual or individual with group of people
or group of people with group of people. In the organization dealing with these
conflicts are critical to the management. Therefor managers have an ability to tackle
these challengers in effective ways.
Today my topic
is to discuss about a findings of Managing conflict in work team in research. To
find similar type of research information by exploring internet I got a Journal
research article done by Four Researchers from University of South Carolina,
University of New Hampshire and University of Connecticut, USA, Mr. Mark A.
Maltarich, Michael Kukenberger, Greg Reilly, and John Mathieu on a topic “Conflict
in Teams: Modeling Early and Late Conflict States and the Interactive Effects
of Conflict Processes”. Teams, team
conflict types and team conflict management approaches are the keywords listed
in the research.
In the abstract
of this research (Mark A. Maltarich, Michael Kukenberger, Greg Reilly, John Mathieu, 2018) said this research
was conducted in 529 individuals and in 145 teams, also provide a theoretical
framework and empirically test a series of hypotheses pertaining to the
influence of conflict states, including task and relationship conflict, on performance,
as well as the moderating effect of two conflict processes (cooperative and
competitive management approaches). Inconsistencies in the literature related
to the effect of team conflict, specifically task conflict, within teams.
The study results
suggest that task conflict in the end of a team’s life cycle, like relationship
conflict, can have a significant negative effect on performance, but only when
teams’ conflict management approaches are competitive (rather than
cooperative). The study provides evidence that conflict management approaches
are affected by the type of conflict teams exhibit in their early life cycle
stages. Thus, they present a study of how early levels of conflict types affect
conflict management approaches, and how these approaches affect later levels of
the conflict type/performance relationship. This research model suggests that
conflict types and conflict management approaches should be modeled together to
better understand team conflict.
Diagram
and Data Analysis
In the research
they used different tables and diagram to details the study. Using such diagram and table make understand
easy.
In the research
to test theoretical model, relied on a structural equation model (SEM) based on
latent variables at the team level of analysis. This approach allowed to
accounts for the consistency in conflict measures over time, as well as the mediating
and moderating role of conflict processes. Item scores were standardized before
analysis. All tests of statistical significance (p values) are reported for
two-tailed tests. The factor structure of measures with a series of
confirmatory factor analyses (CFAs).
To specifying
hypothesized relationships, SEM requires that decisions must be made about how
to model correlations among all study variables.
The above table 2 presents descriptive statistics and correlations among the study variables. A
limitation of testing hypotheses with latent variable interactions is that it
requires the use of a maximum-likelihood estimator with robust standard errors.
These two tables
show the summary of CFA results testing the factor structure of conflict and conflict
management approaches and descriptive statistics and correlations among study variables.
In the below
charts show Interaction between task conflict and a competitive approach to
conflict processes and Interaction between relationship conflict and a
cooperative approach to conflict processes.
Task conflict
and a competitive approach to conflict processes
Relationship
conflict and a cooperative approach to conflict processes
These charts describes
that the high task conflicts makes the team performance low and low task
conflicts makes high performance likewise high relationship conflicts also makes
team performance low and low relationship conflicts makes team performance high.
Conclusion
The research based
on “Conflict in Teams: Modeling Early and Late Conflict States and the
Interactive Effects of Conflict Processes” was done worthy. This research can help
managers to respond relationship conflict and a cooperative approach to
conflict processes as well as task conflict and a competitive approach to
conflict processes in a team.
According to
this research team performance can be affected by task conflicts and relationship
conflicts. The high level of conflict damages the performance of the team and that
relate the organizational outcomes. As a manager it is important to minimize
these team conflicts and assure not to go high in these conflicts.
Reference
Mark A. Maltarich, Michael
Kukenberger, Greg Reilly, John Mathieu. (2018). Conflict in Teams: Modeling
Early and Late Conflict States and the Interactive Effects of Conflict
Processes. journals.sagepub, 31.
