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Human Side of Project Leadership by Aaron J. Shenhar, Richard R. Reilly, Ann Mooney, Thomas Lechler, Patricia Holahan, Peter Dominick, Zvi Aronson, Allen C. Amason

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CHAPTER 16

How to Avoid the Mutation from Cognitive to Affective Conflict

To manage conflict, teams must learn how to promote cognitive conflict without triggering affective conflict. This is hard to do because project teams often report high levels of both forms of conflict, a phenomenon we argue exists mainly due to the tendency for cognitive conflict to degrade into affective conflict. A review of the literature, however, reveals that this mutation is not a given; while cognitive and affective conflict are highly correlated, they are not correlated perfectly (Jehn 1995). Some teams are able to manage conflict well and gain the benefits of cognitive conflict while avoiding the costs of affective conflict. Moreover, it seems that two factors ...

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