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The Effect Of a “Micronegotiation” Technique on Team Interactions Public Deposited

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Kaufman, Jeffery. The Effect Of a “micronegotiation” Technique On Team Interactions. Allied Business Academies. 2015. https://mushare.marian.edu/concern/generic_works/14105248-ddc8-40c0-9fac-b20981ad282a?locale=en

APA citation style

Kaufman, Jeffery. (2015). The Effect Of a “Micronegotiation” Technique on Team Interactions. https://mushare.marian.edu/concern/generic_works/14105248-ddc8-40c0-9fac-b20981ad282a?locale=en

Chicago citation style

Kaufman, Jeffery. The Effect Of a “micronegotiation” Technique On Team Interactions. Allied Business Academies. 2015. https://mushare.marian.edu/concern/generic_works/14105248-ddc8-40c0-9fac-b20981ad282a?locale=en

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Conflict can have detrimental effects on team interaction, performance, and member satisfaction, so research on tools and techniques aimed at reducing or resolving conflict is crucial. This study trained the leaders of teams made up of health profession students on a micronegotiation technique (Rogers & Lingard, 2006) to measure its effect on levels of task conflict, relationship conflict, team performance, and team member satisfaction. The research was conducted at a mid-size, Midwestern university and included 148 students from Radiology, Physiology, and Microbiology courses divided into 47 teams. No statistically significant differences were identified for any of the dependent variables between the groups whose leaders were trained in the micronegotiation technique and the groups whose leaders were not trained on the technique. While this may seem to indicate a shortcoming on the part of the technique, low levels of emotional investment in the process may have led to little group conflict to address. Additionally, the real value of the technique may be as a way for team leads to assess conflict strategies rather than as a resolution tool.

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  • Journal of Organizational Culture, Communications and Conflict
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