By Elizabeth Mannix, Margaret A. Neale, Cameron Anderson
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Extra resources for Affect and Groups (Research on Managing Groups and Teams)
We did not ﬁnd effects of demographic faultlines nor demographic heterogeneity as calculated based on actual demographic characteristics in the group; perceptions of faultline existence seemed to matter more. While we did not ﬁnd trust and respect to moderate the relationship between process conﬂict and negative affect, trust and respect did have direct main effects on negative affect, both decreasing the amount of negative affect. To summarize, we found that goal obstruction, voice, and perceived subgroup existence played a signiﬁcant role in determining whether or not process conﬂict became emotional in the groups.
2001). Thinking critically about justice judgments. Journal of Vocational Behavior, 58, 220–226. Lind, E. , & Tyler, T. R. (1988). The social psychology of procedural justice. New York: Plenum. Mannix, E. , & Jehn, K. A. (2004). Let’s norm and storm, but not right now: What to do with phase models of group interaction. In: M. Neale, E. Mannix & S. Blount (Eds), Research on managing groups and teams (Vol. 6, pp. 11–37). Greenwich, CT: JAI Press. Matsuo, M. (2006). Customer orientation, conﬂict, and innovativeness in Japanese sales departments.
De Dreu & Weingart, 2003; Jehn, 1995, 1997). Process conﬂict occurs because of disagreement over the logistical aspects of task accomplishment (Jehn, 1997). , Kelley & Thibaut, 1969; Rapoport, 1960) or distributive conﬂicts (Kabanoff, 1991). While process conﬂicts are thus similar to task conﬂicts in their work-related nature, Weingart (1992) found that organizational members distinguished between process and task conﬂicts because process issues, according to the members, concerned planning and task delegation, while task issues focused more on the content or goal of the task itself.