任务冲突与心理安

1、心理安全氛围的调节作用任务冲突与团队绩效团 队团队是组织提高运行效率的可行方式，它有助于组织更好地利用员工的才能。团队的优点是：快速组合、部署、重组、解散。团队能够促进员工参与决策，有助于管理人员增强组织的民主气氛，提高员工的积极性。工作团队（work team）通过其成员的共同努力能够产生积极协调作用，其团队成员努力的结果使团队的绩效水平远高于个体成员绩效的总和。高绩效团队工作团队的规模：工作团队的规模一般比较小。如果团队成员多余12个，他们就很难顺利开展工作，在互相交流时会遇到许多障碍，难以形成凝聚力、忠诚感和互相信赖感，而这些都是高绩效团队不可缺少的。成员的能力协调：团队有效运作需要三种

2、不同技能的人。第一是技术专长的成员；第二是需要有解决问题和决策的技能，能发现问题提出解决问题的建议，做出有效决策的成员；最后，团队需要善于聆听、反馈、解决冲突及其他人际关系技能的成员。成员性格特点与工作角色相适应：人们的性格特质各有不同，如果员工的工作性质与其性格特点一致，其绩效水平容易提高。团队有不同的需求，挑选团队成员时，应该以员工的性格特点和个人偏好为基础。高绩效团队能够时员工适当地匹配不同的角色。共同目标与具体目标相结合：成功的团队会把他们的共同目标转变成为具体的、可以衡量的、现实可行的绩效目标。目标会使个体提高绩效水平，目标也能使群体增强能力。成员之间的相互信任：高绩效团队的成员之间

3、相互信任。团队成员彼此相信各自的正直、个性特点、工作能力。另外，由于信任会带来彼此的信任、不信任会带来彼此的不信任。关于信任的研究 信任的维度 正直(integrity)：诚实、可信赖 能力(competence)：具有技术技能与人际知识 一贯(consistency): 可靠，行为可以预测；在处理问题时，具有较强的判断力 忠实(loyalty)：愿意维护别人并保全面子 开放(openness): 愿意与别人自由地分享观点和信息。如何培养信任感开诚布公：开诚布公能带来信心和信任，让人们充分了解信息，对于存在的问题坦诚相告。公平：在进行决策或采取行动之前，先想想别人对决策的公平性会有什么看法，在

4、进行绩效评估时，应该客观公平。说出你的感觉：说出你的感觉会让别人认为你是真诚而富有人情味的，他们会了解你的为人，并更加尊敬你。表明决策的基本价值观一致：行动与目标相一致，你的一贯性能够赢得信任。Reaping the Benefits of Task Conflict in Teams:The Critical Role of Team Psychological Safety Climate团队任务冲突中收获的效益：团队心理安全氛围的重要作用Journal of Applied Psychology2012.Vol.97.No.1.151-158Bret H. BradleyUniversi

5、ty of OklahomaBennett E. PostlethwaitePepperdine UniversityAnthony C. KlotzUniversity of OklahomaMaria R. HamdaniUniversity of AkronKenneth G. BrownUniversity of IowaPast research suggests that task conflict may improve team performance under certain conditions; however, we know little about these s

6、pecific conditions. On the basis of prior theory and research on conflict in teams, we argue that a climate of psychological safety is one specific context under which task conflict will improve team performance.（我们认为心理安全氛围是使任务冲突提高团队绩效的一个特殊环境与背景） Using evidence from 117 project teams, the present re

7、search found that psychological safety climate moderates the relationship between task conflict and performance. （现有研究表示心理安全氛围在团队任务冲突与团队绩效的关系中起到调解作用） Specifically, task conflict and team performance were positively associated under conditions of high psychological safety. The results support the con

8、clusion that psychological safety facilitates the performance benefits of task conflict in teams. （在高度安全环境氛围下，任务冲突与团队表现联系紧密，研究结果支持这样的结论，心理安全促进团队任务冲突的性能优势）When does conflict improve team performance?When does conflict improve team performance?The original logic argued that relationship conflict would

9、 damage team performance, whereas task conflict may improve it under certain conditions. (Korsgaard, Jeong, Mahony, & Pitariu, 2008).（人际冲突会破坏团队性能，然而在特定环境下，任务冲突会提高团队绩效）Subsequent empirical tests（实证研究） generally support this conclusion for relationship conflict, although the positive link between task

10、 conflict and performance, and the contextual factors（情景因素） that bring it about, have been much harder to find (Korsgaard, Jeong, Mahony, & Pitariu, 2008).Despite this evidence and other calls for future research on moderators (e.g., De Dreu, 2008; Jehn & Bendersky, 2003), surprisingly little is kno

11、wn about the circumstances under which task conflict associates positively with team performance.（鲜为人所知的是，在何种环境下任务冲突与团队绩效的关系紧密相连）To address this shortcoming in the literature, we use theoretical advances in contingency models of team conflict to isolate and examine one principal moderator of the rel

12、ationship between task conflict and team performance.（使用任务冲突权变模型的理论发展分别检验在任务冲突与团队绩效关系中的主要调解变量）Psychological safety refers to a shared belief held by teammates that the team is safe for interpersonal risk taking (Edmondson, 1999). （心理安全是指在团队中团队成员所共同认可的安全的人际关系冒险信念）Task conflict that occurs in a psycho

13、logically safe environment should improve creativity and decision making without damaging interactions. In this way, psychological safety may amplify the involvement of each team member and the intensity of interaction among teammates without endangering the harmony of the team, thereby increasing t

14、eam performance. For this reason, we argue that psychological safety will enable task conflict to improve team performance.（在心理安全氛围环境下发生的任务冲突会在不损害人际互动的情况下提高创造力和决策能力。心理安全会增加团队成员的互动与参与而不破坏团队和谐。因此我们提出心理安全能使任务冲突提高团队绩效）Thus, the purpose of this study is to examine this moderating effect in a sample of pr

15、oject teams.FrameworkPart 1 Hypothesis Development （假设发展） Task Conflict and Performance The Moderating Role of Psychological SafetyPart 2 Method （方法） Procedures and Sample（程序与取样） Measures（测量）Part 3 Results（结果）Part 4 Discussion（讨论）Part 5 Conclusion（结论） Theoretical Implication Practical ImplicationHyp

16、othesis DevelopmentuTask Conflict and Performance Team performance is an outcome of team activities that is valued by other members of the organization(Mathieu,Heffner,Goodwin, Salas, & Cannon-Bowers, 2000).（团队绩效是团队合作的共同结果，组织中的其他成员对其结果进行价值评估。） Further, interactional dynamics（动态互动） within any given t

17、eam influence team performance. For example, team training has the potential to impact a variety of measures of team performance (Salas & Cannon-Bowers, 2001; Salas et al., 2008). （团队培训有潜在可能影响团队绩效的各种措施） Finally, a great deal of work has shown that the compositional characteristics of the team member

18、s themselves,（团队成员自身的成分特征） such as personality (e.g., Barrick, Stewart, Neubert, & Mount, 1998) and diversity (e.g., Harrison, Price, & Bell, 1998), can also affect team performance. Research shows that conflict is an important interactional dynamic of teams and influences team performance (e.g., Je

19、hn & Mannix, 2001). （冲突是团队重要的动态互动并影响团队绩效）Team conflict is multidimensional,（多维度） consisting of both relationship- and task-based elements. (Jehn & Bendersky,2003; Korsgaard et al., 2008).Relationship conflict refers to disagreements among team members emanating from interpersonal incompatibilities a

20、nd typically includes tension, annoyance, and animosity (Jehn, 1995).（人际冲突指由于团队成员间的不合产生的意见分歧，通常包括人际关系紧张，烦恼和敌意）Task conflict describes disagreements among group members related to the content of their decisions and differences in viewpoints, ideas, and opinions about the task (Jehn, 1995; Simons & Pe

21、terson, 2000).（任务冲突指团队成员间关于任务的决策、观点、想法和意见的不同而导致的争论）Jehn and Bendersky (2003) proposed a contingency model of constructs （结构权变模型）that amplify, suppress, ameliorate, or exacerbate（详细并加强） the effects of task conflict on team outcomes such as performance. Others have argued for contingency models (e.g.,

22、 Behfar, Peterson, Mannix, & Trochim, 2008; Korsgaard et al., 2008）From their findings, De Dreu and Weingart specifically suggested that psychological safety may be one condition that alters the way conflict is received and managed in a team.（心理安全改变了冲突在团队中接受和管理的方式）费德勒权变模型是建立在工作导向和员工导向的基础上的。该模型认为最合适的

23、领导风格是取决于整体环境是否适宜以及适宜的程度，随着环境发生改变，领导要求也应改变。 费德勒指出，领导者的有效性取决于员工导向与其它三个变量之间的相互作用。这三个变量分别与追随者、任务和组织有关。任务结构反映工作中执行某种特定方式的必要程度。领导者成员关系取决于群体接受领导者的方式。在高度非结构化环境下，领导者的结构和控制可以解决该情境下的模糊和焦虑问题，所以结构化的方法更能得到员工的喜爱。在任务高度程序化以及领导者与员工的关系很好的情况下，他们会觉察到任务导向更加有助于工作绩效。 uThe Moderating Role of Psychological Safety Psychologic

24、al safety refers to a shared belief held by team members that the team is safe for interpersonal risk taking and captures a “sense of confidence that the team will not embarrass, reject, or punish someone for speaking up” （开放的言论自由）(Edmondson, 1999, p.354). Team members working in this type of enviro

25、nment feel a sense of openness and avoid taking task disagreements personally.（宽容和开放的环境，不会避免因个人意见不同产生的风险） When psychological safety is in place, team members should contribute more ideas, discussions regarding the teams processes should be richer, and the team should have more time to spend on const

26、ructive problem solving because less time needs to be spent on regulating interpersonal relations. In fact, broad ideas, new suggestions, and divergent perspectives are not only permitted in this climate, but encouraged.（集思广益，新的建议和分歧的观点在这种氛围下不仅被允许甚至是被鼓励的）Hypothesis 1: When psychological safety clima

27、te is high, taskconflict will positively relate（正相关） to team performance.When teams have high levels of psychological safety climate and engage in task conflict, the full spectrum of teammates ideas, opinions, and viewpoints can emerge. Teammates also have less concern for negative interpersonal con

28、sequences and instead focus more intently on task performance. （当团队成员在高度心理安全氛围下工作，参加任务冲突，能激发更多的观点，想法，而减少在消极人际关系上的关注从而更加关心团队绩效）In this way, psychological safety may amplify the involvement of each team member and intensify the interactions among teammates without endangering the harmony of the team.

29、（心理安全氛围能在不破坏团队和谐的情况下扩大团员的参与度和互动）This sense of security （安全感）among teammates should promote the positive aspects of task conflict in teams（提高任务冲突的积极面）creativity and rigorous decision making（创造力和严密的决策）while discouraging the emergence of dysfunctional team member interactions, thereby increasing team p

30、erformance (Tjosvold, 1991).（抑制团成员间不协调的互动从而提高团队绩效）Hypothesis 2: When psychological safety climate is low, taskconflict will negatively relate（负相关） to team performance. In contrast to conditions of high psychological safety climate, when teams have low levels of psychological safety members will feel

31、 less confident expressing their ideas, opinions, and viewpoints and feel more concern for negative interpersonal consequences (Edmondson, 1999). This climate of restricted participation（有约束感的参与氛围） should lead to fewer ideas and creative suggestions being shared. The absence of psychological safety

32、is likely to discourage beneficial conflict （抑制冲突效益）while increasing counterproductive（低效益） team states. Task disagreements that could improve team performance in high psychological safety climates are likely to lead to detrimental interactions such as relationship conflict, which has been consisten

33、tly shown to associate negatively with performance (De Dreu & Weingart）（在高心理安全氛围环境下，可提高团队绩效的任务冲突也可能导致有害的人际冲突互动，这与绩效负相关）MethoduProcedures and Sample At the start of a semester, 561 undergraduate students from a large business course at a Midwestern university were randomly assigned to（随机分配） 117 five-person teams. In Week 2, each team completed the same 50-minute team-building exercise（团队组建） to get to know each other. Team members got to know each other but also discussed each others ex