"The critical role of conflict resolution in teams: A close look at the links between conflict type, conflict management strategies, and team outcomes": Correction

• Published in: Journal of applied psychology Vol. 93; no. 2; p. 462
• Main Authors: Behfar, Kristin J., Peterson, Randall S., Mannix, Elizabeth A., Trochim, William M. K.
• Format: Journal Article
• Language: English
• Published: Washington American Psychological Association 01-03-2008
• Subjects: Conflict; Conflict management; Conflict Resolution; Group Performance; Human; Organizational behavior; Qualitative research; Studies; Teams
• ISSN: 0021-9010; 1939-1854
• DOI: 10.1037/0021-9010.93.2.462

Reports an error in "The critical role of conflict resolution in teams: A close look at the links between conflict type, conflict management strategies, and team outcomes" by Kristin J. Behfar, Randall S. Peterson, Elizabeth A. Mannix and William M. K. Trochim (Journal of Applied Psychology, 2008 [Jan], Vol 93[1], 170-188). Figure 2 on p. 184 (Theoretical Contributions section) is missing information about the numbers of teams and statements for the two groups using particularlistic strategies. For the decreasing and consistently low performance/decreasing and consistently low satisfaction group, there were 14 teams and 40 statements; for the decreasing and consistently low performance/increasing and consistently high satisfaction group, there were 11 teams and 46 statements. (The following abstract of the original article appeared in record 2008-00266-012.) This article explores the linkages between strategies for managing different types of conflict and group performance and satisfaction. Results from a qualitative study of 57 autonomous teams suggest that groups that improve or maintain top performance over time share 3 conflict resolution tendencies: (a) focusing on the content of interpersonal interactions rather than delivery style, (b) explicitly discussing reasons behind any decisions reached in accepting and distributing work assignments, and (c) assigning work to members who have the relevant task expertise rather than assigning by other common means such as volunteering, default, or convenience. The authors' results also suggest that teams that are successful over time are likely to be both proactive in anticipating the need for conflict resolution and pluralistic in developing conflict resolution strategies that apply to all group members. [PUBLICATION ABSTRACT]