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dc.contributor.authorMcLarnon, Matthew J. W.
dc.date.accessioned2017-10-01T15:51:18Z
dc.date.available2017-10-01T15:51:18Z
dc.date.issued2017-06
dc.identifier.citationMcLarnon, M. J. W. (2017, June). Introducing profiles of team conflict. T. A. O’Neill (Chair), High performance teamwork in organizations. Symposium presented at the 78th Annual Meeting of the Canadian Psychological Association, Toronto, ON.en_US
dc.identifier.urihttp://hdl.handle.net/10323/4585
dc.description.abstractThere are three types of team conflict accepted in modern literature: task conflict, relationship conflict, and process conflict. Task conflict suggests differences in opinions and perspectives about the task itself. Relationship conflict suggests interpersonal incompatibilities related to friction and frustration among members. Process conflict involves perceived incompatibilities regarding plans for implementing the teams ideas. Previous work examined these three conflict types independently, but we take a holistic perspective by considering each team's profile. We have recovered four profiles in several studies and these profiles are linked to multilevel outcomes such as team performance and individual team member burnout. We report on the implications of this research for moving the field of high performance teamwork forward.en_US
dc.language.isoen_USen_US
dc.publisherCanadian Psychological Associationen_US
dc.subjectConflict profilesen_US
dc.subjectTeamworken_US
dc.subjectInterpersonal conflicten_US
dc.subjectTeam dynamicsen_US
dc.titleIntroducing profiles of team conflicten_US
dc.typePresentationen_US


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