Abstract
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.
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
