Avoidance as an active mode of conflict resolution

Abstract

Examines the “art” of conflict resolution in terms of its implications for team building and group dynamics. Discusses team building in terms of consolidating and creating group solidarity. Argues that avoidance is, in some instances, an active form of conflict resolution. States that teams can make an organization more effective but they can also be dysfunctional toward organizational wellbeing.

Citation

Richardson, J. (1995), "Avoidance as an active mode of conflict resolution", Team Performance Management, Vol. 1 No. 4, pp. 19-25. https://doi.org/10.1108/13527599510096756