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Type of Conflict Definition Example of Items Used to Assess/ Measure This Type of Conflict

Relationship conflict (also known as emo- tional conflict, A-type conflict, or affective conflict)

Involves disagreements based on personal and social issues that are not related to work

How often do people get angry while working in your team? How much relationship tension is there in your team?

Task conflict (also known as cognitive conflict or C-type conflict)

Involves disagreements about the work that is being done in a group

To what extent are there differences of opinion in your team? How much conflict is there about the work you do in your team? How often do people in your team dis- agree about opinions regarding the work to be done? How frequently are there conflicts about ideas in your team?

Process conflict Centers on task strategy and delegation of duties and resources

How often do members of your team disagree about who should do what? How frequently do members of your team disagree about the way to complete a team task? How much disagreement about the del- egation of tasks exists within your team?

Exhibit 8-1 Three Types of Conflict Based on Jehn, K. A. (1995, June). A multimethod examination of the benefits and detriments of intragroup conflict. Administrative Science Quarterly, 40(2), 256–282; Jehn, K. A., & Mannix, E. A. (2001). The dynamic nature of conflict: A longitudinal study of intragroup conflict and group performance. Academy of Management Journal, 44(2), 238–251; Behfar, K. J., Peterson, R. S., Mannix, E. A., & Tro- chim, W. M. K. (2008). The critical role of conflict resolution in teams: A close look at the links between conflict type, conflict management strategies, and team outcomes. Journal of Applied Psychology, 93(1), 170–188; Peterson, R. S. (1997). A directive leadership style in group decision making can be both virtue and vice: Evidence from elite and experimental groups. Journal of Personality and Social Psychology, 72(5), 1107–1121, © Leigh L. Thompson.

that top management was never fully apprised of the problems—rather, they received a strangely edited view of the problem. Therefore, top management continued to speak glowingly about the product, in part to ensure that it would get the financial backing it needed from within the company. Lower-level managers became confused and eventu- ally depressed because they could not understand why top management continued to support the product. Their reaction was to reduce the frequency of their memos and the intensity of the alarm they expressed, while simultaneously turning the problem over to middle management.

Relationship conflict is more likely to occur when teams experience abusive supervision.8 Some people are motivated to search for information regarding whether

8Farh, C.I.C., Chen, Z. (2014). Beyond the individual victim: Multilevel consequences of abusive supervision in teams. Journal of Applied Psychology, 99(6), 1074–1095.

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