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RESEARCH PRODUCT

THE DYNAMICS OF LEARNING AND NEGATIVE EMOTION IN WORKPLACE CONFLICT

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Research Aim This study uses a systemic approach to explore the dynamics of learning and negative emotion in workplace intraorganisational conflict. Our dynamic hypothesis was that the endogenous dynamics between the level of intraorganisational conflict and the levels of learning and negative emotion, which are accumulating in the organisation as by-products of conflict, are causing the conflict level to oscillate. Methods A systematic literature review identified two problematic, “Undesired” or “Feared” patterns of intraorganisational conflict development over time (Group Disintegration, Groupthink), and one “Desired” pattern of moderate conflict level (Cohesion and Resilience), which comprised our reference mode. A Causal Loop Diagram and a quantified, Stock and Flow model were built using Stella Architect software, to test our hypothesis. Direct and Indirect structure tests as well as behaviour tests and sensitivity analysis were performed in order to validate, calibrate and increase confidence in the model. Results Hypothesis is not rejected. After calibration, the base run of our model reproduced the reference mode of the 2 undesired behaviour patterns. Based on our findings from the sensitivity analysis, we found that “Effect of conflict level on Learning” amplifies the oscillations when slightly increased, whereas “Effect of learning on accomplishments” makes the oscillations disappear when decreased. Unfortunately, those effects are not possible to be somehow managed, because they are triggered by endogenous characteristics of the nature of the industry/organisation/project or of the human nature itself (emotional responses). Discussion Our results are in line with the view of Cronin & Berzukova (2006) that as conflict builds up, it causes negative emotion as well as learning to increase through 2 basic mechanisms: the Conflict-Learning Loop and the Conflict-Negative Feelings Loop. Our study confirms the observations of researchers as well as of workers/managers that workplace conflict is necessary for high results, but extremely difficult to manage as it escalates quickly and stays high, deteriorating performance, results and learning in the organisation. Limitations & Further research Our model is limited to only 2 basic feedback loops and is only able to replicate the “undesired” conflict patterns. Further research should extend the model to replicate the desired behaviour pattern as well, by introducing policy structure that would moderate the Conflict-Negative Feelings Loop (e.g. the use of Participatory Strategies in the organisation).