CONFLICT-HANDLING BEHAVIOR IN WORK GROUPS - EFFECTS OF GROUP-STRUCTURE, DECISION-PROCESSES, AND TIME

Using theory from both small group and conflict management research, t his study examined how conflict is managed within work groups performi ng decision-making tasks. It was proposed that larger and more cohesiv e groups would show less competing and more avoidance, compromise, and accommodation in response to conflict. We assessed whether conflict w ould be handled differently depending on whether the group is focused on problem analysis, solution evaluation, or group process management, and whether conflict handling would change as a function of time. Con tingency analyses of 25 group decisions content-coded for conflict-han dling behavior; task achievement function, group size, cohesiveness, a nd temporal phase indicated mixed support for our expectations. Confli ct-handling behaviors reflecting high concern for others occurred most frequently, whereas behaviors representative of low concern for other s occurred least frequently. Results are discussed ill terms of hypoth esis generation and suggestions for future research that could continu e linking these two literatures.