Don't Take It Personally: Exploring Cognitive Conflict as a Mediator of Affective Conflict

Journal of Management Studies - Tập 44 Số 5 - Trang 733-758 - 2007
Ann C. Mooney1, Patricia J. Holahan1, Allen C. Amason2
1Wesley J. Howe School of Technology Management, Hoboken, New Jersey;
2University of Georgia;

Tóm tắt

abstract Research has sought to explain the multi‐dimensionality of conflict and its paradoxical effects on decision making (Amason, 1996; DeDreu and Weingart, 2003; Jehn, 1995). The primary prescription to emerge from this work has been for teams to seek the benefits of cognitive (task) conflict while simultaneously avoiding the costs of affective (emotional) conflict. The problem is that these two types of conflict often occur together and researchers have offered few explanations as to why this happens or guidance as to how it can be avoided. In this paper, we provide empirical evidence that cognitive conflict can contribute to affective conflict. As a result, by encouraging cognitive conflict, teams may inadvertently provoke affective conflict. We provide evidence that behavioural integration can mitigate this tendency.

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