Outcomes and conflict have also been studied.
One study compared how groups managed conflict with their performance and satisfaction (Behfar et al., 2008). Researchers found that three conflict resolution styles more often led to positive performance and job satisfaction out- comes: focusing on content of the conflict rather than the delivery; explicitly discussing rea- sons for work assignments; and making assignments based on expertise rather than volunteering, default, or convenience. Cole, Bedeian, and Bruch (2011) found that transformational leader behavior and team performance was indirect, leading them to conclude that team empowerment improved performance.
Conflict Process Model Several authors have proposed models for examining conflict (Pondy, 1967; Filley, 1975; Thomas, 1976). All follow a generalized format for examining conflict. These models provide a framework that helps explain how and why conflict occurs and, ultimately, how one can mini- mize conflict or resolve it with the least amount of negative aftermath.
Conflict and its resolution develop according to a specific process (see Figure 12-1). This process begins with certain preexisting conditions (antecedent conditions). The parties are in- fluenced by their feelings or perceptions about the situation (perceived or felt conflict), which initiates behavior, and conflict is exhibited. The conflict is either resolved or suppressed, and the outcome results in new attitudes and feelings between the parties.
Antecedent conditions
Conflict behavior
Conflict resolved or suppressed
Outcomes
Felt conflictPerceived conflict