Premium
Constructive conflict at work
Author(s) -
Van De Vliert Evert,
Nauta Aukje,
Giebels Ellen,
Janssen Onne
Publication year - 1999
Publication title -
journal of organizational behavior
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 3.938
H-Index - 177
eISSN - 1099-1379
pISSN - 0894-3796
DOI - 10.1002/(sici)1099-1379(199907)20:4<475::aid-job897>3.0.co;2-g
Subject(s) - forcing (mathematics) , constructive , negotiation , interpersonal communication , psychology , social psychology , interpersonal relationship , field (mathematics) , computer science , operations research , management science , political science , mathematics , economics , law , mathematical analysis , process (computing) , pure mathematics , operating system
Two field studies of interpersonal conflict in organizations and a simulated dyadic negotiation show that problem solving and forcing are frequently combined simultaneously and sequentially. As a robust finding, conglomerations of problem solving and forcing appear to enhance the parties' joint effectiveness. The best substantive and relational outcomes for the organization are reached through forcing followed by problem solving. Copyright © 1999 John Wiley & Sons, Ltd.