Georgia Institute of Technology, School of Psychology, Atlanta, GA 30332, USA.
J Appl Psychol. 2013 Jul;98(4):559-78. doi: 10.1037/a0032896. Epub 2013 Jun 3.
Teams are formed to benefit from an expanded pool of expertise and experience, yet 2 aspects of the conflict stemming from those core differences will ultimately play a large role in determining team viability and productivity: conflict states and conflict processes. The current study theoretically reorganizes the literature on team conflict--distinguishing conflict states from conflict processes--and details the effects of each on team effectiveness. Findings from a meta-analytic cumulation of 45 independent studies (total number of teams = 3,218) suggest states and processes are distinct and important predictors of team performance and affective outcomes. Controlling for conflict states (i.e., task and relationship conflict), conflict processes explain an additional 13% of the variance in both team performance and team affective outcomes. Furthermore, findings reveal particular conflict processes that are beneficial and others detrimental to teams. The truth about team conflict: conflict processes, that is, how teams interact regarding their differences, are at least as important as conflict states, that is, the source and intensity of their perceived incompatibilities.
团队的组建是为了从扩大的专业知识和经验中受益，但源于这些核心差异的两个方面的冲突最终将在很大程度上决定团队的生存能力和生产力：冲突状态和冲突过程。本研究从理论上重新组织了关于团队冲突的文献——将冲突状态与冲突过程区分开来——并详细说明了每一种冲突对团队有效性的影响。对 45 项独立研究（团队总数=3218）的元分析累积的结果表明，状态和过程是不同的，是团队绩效和情感结果的重要预测因素。在控制冲突状态（即任务和关系冲突）后，冲突过程分别解释了团队绩效和团队情感结果差异的 13%。此外，研究结果还揭示了对团队有益和有害的特定冲突过程。团队冲突的真相：冲突过程，即团队如何就其差异进行互动，至少与冲突状态一样重要，即团队感知到的不兼容的来源和强度。
