Page 319 - Effective group discussion theory and practice by Adams, Katherine H. Brilhart, John K. Galanes, Gloria J

302 Chapter 11

Conflict Types and Computer-Mediated Communication (CMC) Whether computer-
mediated communication (CMC) groups use simple e-mail to keep in contact or
sophisticated group support systems to help them problem solve, they tackle simi-
lar issues of conflict as face-to-face groups. Early research comparing face-to-face
to CMC groups found inconsistent results. While CMC groups used more
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inflammatory, profane, and negative language compared to face-to-face groups,
when groups used group support systems (GSS, discussed in Chapter 10) and
adapted to them well, members exhibited less task and relationship conflict. This
inconsistency suggests when CMC groups take time to get to know each other and
to adapt appropriately to the computer technology, destructive conflict may be
lessened.
A study comparing three types of conflict (task, relationship, and process) on
both CMC and face-to-face groups found that CMC groups showed more relationship
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and process conflict at first, but the differences disappeared over time. Both the
CMC and face-to-face groups exhibited similar amounts of task conflict. Apparently,
the anonymity of CMC groups suppresses the social norms people follow to support
and maintain positive self-images. Conflict declines over time as members get to know
each other. The early process conflict is explained by members’ initial focus on how
to use the computer technology. Groups using computer conferencing formats actu-
ally report liking the way the format allows them to focus on the task and manage
their process needs. 38
Essentially, CMC groups do not follow the same conflict patterns as face-to-face
groups, but they do reach comparable levels over time. Groups that use any type of
computer technology need to give themselves the time for social development. They
should consider meeting face-to-face, initially, giving themselves the opportunity to
establish social and procedural norms acceptable to their groups. 39
Learning about these conflict types and how they emerge in groups is essential to
helping group members assess their conflict and whether it is helping or hindering the
group. We have pointed out that group members can readily identify these types and
can be rather adept at managing task conflicts and steering clear of negative
emotions. On the other hand, one type of conflict can easily move into another one
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with disastrous results. Understanding the different kinds of conflict management
strategies can help divert a disaster.

Managing Group Conflict
We hope you have come to value innovative, opinion deviance and task and process
conflict during small group problem solving. Conflict is inevitable when people meet
in groups. Avoiding it circumvents the very reason for engaging in group discussion—that
the thinking of several people is likely to be more valid and thorough than the think-
ing of one person acting alone. Members’ attitudes and the procedures they use to
manage conflict affect the outcomes. Let’s turn out attention to the five major conflict
styles documented in group interaction.

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