The structure of group conflict in a collaborative work group during information systems development

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Abstract
This research used an alternative strategy for analyzing speech acts to investigate the structure of collaborative work group conflict. Results from hierarchical log‐linear and regression analyses of taped interactions over 20 group meetings revealed three patterns of group conflict behaviors: (a) high levels of group conflict dominated all meetings between users and information systems personnel; (b) group conflict was exhibited as multiple cycles of conflict followed by accompanying resolution; and (c) group conflict shifted dramatically from distributive, competitive behaviors to integrative, cooperative behaviors at approximately the midpoint in the sequence of meetings. These results showed that conflict plays two important roles in group process: facilitating learning during the distributive period and building consensus during the integrative period. To manage conflict effectively in the future, collaborative groups should understand first the importance of “kicking around the problem “ to learn about various viewpoints before attempting to build a consensus.