Conflict: An Important Dimension in Successful Management Teams

Amason, Allen C.; Thompson, Kenneth R.; Hochwarter, Wayne A.; Harrison, Allison W.
September 1995
Organizational Dynamics;Autumn1995, Vol. 24 Issue 2, p20
Academic Journal
The article discusses the use of constructive conflict in creating successful management teams. The use of teams has become the solution of the 1990s for many of the ills of the workplace. Cross-functional teams, continuous improvement teams, teams composed of only organizational members, and teams that include customers or suppliers. This broad deployment of teams emerged as a natural and major component of work environments geared to support total quality management. As an organizational tool, teams can expand the role of the employee beyond the level of "tasks to be performed." Instead of having only responsibility for the specific duties, the employee-as-team-member becomes involved in the larger operations of the organization. A team environment prompts the employee to spend more time considering his or her role in relation to the organization's goals. Teams have also proved useful in improving the quality of decision making, helping to build consensus and support for action, and helping to build a cooperative, goal-oriented culture. Team interaction helps to build the consensus that is so essential to the execution of a decision. execution of a decision. In theory, by having everyone participate in a decision, a better decision should result.


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