Conflict Asymmetries: Effects on Motivation, Attitudes and Performance

Abstract

Past research on conflict often makes the assumption that all members involved in a conflict experience the same amount of conflict. In this experimental study, we challenge this assumption and examine asymmetrical conflict perceptions; that is, the degree to which individuals involved in conflict perceive different levels of conflict. We predict and find that when individuals experience different levels of conflict they expect to be less motivated, less satisfied with their workpartner and the exchange, and they perform less well (e.g., increasing errors on the joint task).