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Research Within the Instrumental Perspective

Studies from this perspective primarily focus on the relationship between conflict and workgroup performance. At the most basic level, these studies emphasize outcomes, including performance, member satisfaction, and group viability.

Most studies concep­tualize the conflict-outcome relationship as more complex than simple independent and dependent variables. These studies include moderators such as diversity or mediators such as conflict management style. The com­mon theme in this literature is that the effect of conflict on outcome variables depends on how the workgroup manages conflict. The following sections first review studies that examine antecedents of conflict and general outcomes of workgroup conflict. In the sec­tions subsequent to these, two common vari­ables that a number of studies have used as either moderators or mediators are discussed: (1) diversity and (2) technology. Finally, we review a developing stream of research using network conceptualizations and methods to study workgroup conflict.

Table 12.1 Three Perspectives on Workgroup Conflict

Instrumental Developmental Political
Sources of conflict Premeditated, strategic activity to achieve one’s goals Challenges that arise during key phases or junctures in a group’s development Dominant groups/ members who oppress subordinate groups/ members
Productive conflict Helps the group accomplish its goal Resolves problems, move to higher stage of development Surfaces and challenges power imbalances, enables multiple voices
Research focus Group performance Group’s progress through developmental stages Power bases and deep processes underlying power bases, ideologies
Public versus private conflict Public conflict Private conflict Private conflict
Rational versus nonrational conflict Rational conflict Nonrational conflict Rational conflict, though sometimes blinded by dominant paradigm

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Source: Oetzel John, Ting-Toomey Stella. The SAGE Handbook of Conflict Communication: Integrating Theory, Research and Practice. SAGE Publications,2013. — 912 p.. 2013

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