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Too hot to handle? : engaging hot conflict to make better decisions and build resilient management teams

Author: Amy C Edmondson; Diana McLain Smith; Harvard Business School. Division of Research.
Publisher: [Boston] : Division of Research, Harvard Business School, ©2006.
Series: Working paper (Harvard Business School. Division of Research), 06-030.
Edition/Format:   Book : English
Database:WorldCat
Summary:
Conventional wisdom - together with the weight of published management advice - recommends that managers engage task conflict but avoid relationship conflict to have productive discussions. Implicit in this advice is the premise that it is indeed possible to separate them. This article argues, in contrast, that it is neither possible nor desirable to avoid relationship conflict, due to well-documented properties of  Read more...
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Document Type: Book
All Authors / Contributors: Amy C Edmondson; Diana McLain Smith; Harvard Business School. Division of Research.
OCLC Number: 64433378
Notes: "January 6, 2006"--Added t.p.
Description: 35 p. : ill. ; 28 cm.
Series Title: Working paper (Harvard Business School. Division of Research), 06-030.
Responsibility: Amy C. Edmondson, Diana M. Smith.

Abstract:

Conventional wisdom - together with the weight of published management advice - recommends that managers engage task conflict but avoid relationship conflict to have productive discussions. Implicit in this advice is the premise that it is indeed possible to separate them. This article argues, in contrast, that it is neither possible nor desirable to avoid relationship conflict, due to well-documented properties of human cognition.

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