This paper considers the nature of conflict in relation to the environments within which distributed teams cooperate. Effective conflict management can bring great benefit to distributed teams, while inadequate conflict resolution strategies can impose significant personal and resource costs. The increased geographical, cognitive and emotional distances between members can stimulate and amplify conflict. Parties may display disinhibited behaviour (flaming) or may be reluctant to accept reconciliatory overtures (low trust). These factors can be attributed to the impact of communication technology on social structures that underlie interaction. Shifting to face-to-face meetings can be impractical or involve prohibitive cost, so it is important to establish how best to deal with conflict in technologically mediated settings. Dispute resolution practitioners (conciliators) have evolved strategies and techniques to construct and regulate "safe-spaces"; settings that are conducive to finding creative solutions to entrenched conflicts. Building on interviews with expert conciliators, we discuss the potential for learning from the structure and constraints of conciliation environments to improve conflict management through technologies.
|Number of pages||20|
|Publication status||Published - Sep 2007|