Task Conflict
Task conflict involves disagreements about the actual work being performed, such as differing viewpoints on goals, strategies, or project outcomes.
Task conflict arises naturally when team members have differing opinions, ideas, or viewpoints about the actual work being done. This can include disagreements about strategies, goals, or procedures. While task conflict can be disruptive if not managed effectively, some research suggests that moderate levels of task conflict can actually be beneficial for team performance by encouraging critical thinking and the consideration of multiple perspectives.
Unlike relationship conflict, which stems from interpersonal incompatibility, task conflict is focused on the content and substance of the team's work. Unlike process conflict, which is about how work should be accomplished, task conflict is about the work itself.
According to organizational research, teams experiencing this type of conflict frequently report:
- Differing opinions on strategies or goals for the project
- Disagreements about the appropriate information or procedures to include
- Controversies over the focus or direction of the work
Early identification of task conflict allows the team to work together to find constructive ways to resolve the disagreements, such as clarifying goals, establishing clear decision-making processes, and encouraging active listening and respectful dialogue. This can help the team leverage the potential benefits of moderate task conflict.
Here are a few "signpost" remarks--when these pop up, it's likely that task conflict is occurring.
- "I'm not sure I agree with the scope of work we've decided on."
- "There are a few ways we could tackle this problem, and I'd like to discuss the options."
- "I have a different opinion on the best approach for this task."
Gamero, N., González-Romá, V., & Peiró, J. M. (2008). The influence of intra-team conflict on work teams' affective climate: A longitudinal study. Journal of Occupational and Organizational Psychology, 81(1), 47-69. https://doi.org/10.1348/096317907x180441
Jehn, K. A. (1997). A Qualitative Analysis of Conflict Types and Dimensions in Organizational Groups. Administrative Science Quarterly, 42(3), 530-557.
Jehn, K. A., Greer, L., Levine, S., & Szulanski, G. (2008). The Effects of Conflict Types, Dimensions, and Emergent States on Group Outcomes. Group Decision and Negotiation, 17(6), 465-495. https://doi.org/10.1007/s10726-008-9107-0
Jehn, K. A., & Mannix, E. A. (2001). The Dynamic Nature of Conflict: A Longitudinal Study of Intragroup Conflict and Group Performance. Academy of Management Journal, 44(2), 238-251. https://doi.org/10.2307/3069453