Too hot to handle?
Subtitle: engaging hot conflict to make better decisions and build resilient management teams
By: Amy C. Edmondson, Diana M. Smith
Series: Working paper / Division of Research, Harvard Business School -- 06-030; Working paper (Harvard Business School. Division of Research) -- 06-030
Publisher: Division of Research, Harvard Business School
Published: 2006
Place of publication: Boston
Language: eng
Number of pages: 35
Description: 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.
Notes: "January 6, 2006"--Added t.p.

Includes bibliographical references.