{"id":{"repo_id":"siu-theses","oai_identifier":"oai:opensiuc.lib.siu.edu:dissertations-1684"},"canonical_url":"https://search.dev.ndltd.org/etd/siu-theses/oai:opensiuc.lib.siu.edu:dissertations-1684","repository":{"repo_id":"siu-theses","name":"Southern Illinois University","base_url":"https://opensiuc.lib.siu.edu/do/oai/"},"display":{"title":"MEASURING THE IMPACT OF THE MICRONEGOTIATION TECHNIQUE ON TEAM MEMBER SATISFACTION AND TEAM PERFORMANCE","abstract":"Conflict is not an uncommon element of team interactions and processes; however, if unchecked it can cause issues in the ability of the team to achieve maximum performance. Research on task conflict and relationship conflict by de Wit, Greer, and Jehn (2012) found that while in many cases task conflict and relationship conflict within teams can have a negative effect on team performance, in some situations, task conflict benefitted team performance. In response to concerns about conflict in operating rooms, Rogers and Lingard (2006) suggested a conflict resolution tool, micronegotiation, as a way for surgeons to manage conflict. This study used students in health-related courses (radiology, physiology, and microbiology) to measure the effect of training in the micronegotiation technique on team performance on a problem-solving task and team satisfaction. Levels of task conflict and relationship conflict experienced within the teams were also compared between those who applied the technique and those who did not. The results of the MANOVA found no statistically significant differences between teams in the control group (no training) and teams in the experimental group (training) on any of the four dependent variables: team performance, team satisfaction, task conflict, or relationship conflict. The findings may be a result of little variance or presence of conflict within the groups and future research on the use of the micronegotiation technique may be better served to utilize adult work teams with a vested interest in the group product.","abstract_html":"Conflict is not an uncommon element of team interactions and processes; however, if unchecked it can cause issues in the ability of the team to achieve maximum performance. Research on task conflict and relationship conflict by de Wit, Greer, and Jehn (2012) found that while in many cases task conflict and relationship conflict within teams can have a negative effect on team performance, in some situations, task conflict benefitted team performance. In response to concerns about conflict in operating rooms, Rogers and Lingard (2006) suggested a conflict resolution tool, micronegotiation, as a way for surgeons to manage conflict. This study used students in health-related courses (radiology, physiology, and microbiology) to measure the effect of training in the micronegotiation technique on team performance on a problem-solving task and team satisfaction. Levels of task conflict and relationship conflict experienced within the teams were also compared between those who applied the technique and those who did not. The results of the MANOVA found no statistically significant differences between teams in the control group (no training) and teams in the experimental group (training) on any of the four dependent variables: team performance, team satisfaction, task conflict, or relationship conflict. The findings may be a result of little variance or presence of conflict within the groups and future research on the use of the micronegotiation technique may be better served to utilize adult work teams with a vested interest in the group product.","abstract_has_math":false,"creators":["Kaufman, Jeffery David"],"institution":null,"degree_name":"Doctor of Philosophy","degree_level":"Campus Only Dissertation","degree_discipline":"Workforce Education and Development","degree_department":null,"school":null,"contributors":["Waugh, Christopher"],"advisors":[],"committee_chairs":[],"committee_members":[],"year":2013,"date_issued":"2013-05-01T07:00:00Z","date_published":"2013-05-01T07:00:00Z","updated_at":"2026-07-24T04:34:11Z","subjects":["Conflict Resolution","Leadership","Medical Conflict","Team Management","Team Performance","Team Satisfaction"],"languages":[],"rights":[],"rights_urls":[],"identifier_entries":[]},"links":{"outbound_url":"https://opensiuc.lib.siu.edu/dissertations/682","outbound_label":"Repository record","outbound_source":"dc:identifier"},"metadata_groups":[{"id":"people","label":"People","entries":[{"key":"dc:contributor","label":"Contributor","values":["Waugh, Christopher"]},{"key":"dc:creator","label":"Author","values":["Kaufman, Jeffery David"]}]},{"id":"academic_context","label":"Academic Context","entries":[{"key":"thesis:degree_discipline","label":"Discipline","values":["Workforce Education and Development"]},{"key":"thesis:degree_level","label":"Degree Level","values":["Campus Only Dissertation"]},{"key":"thesis:degree_name","label":"Degree Name","values":["Doctor of Philosophy"]}]},{"id":"subjects_keywords","label":"Subjects and Keywords","entries":[{"key":"dc:subject","label":"Dc Subject","values":["Conflict Resolution","Leadership","Medical Conflict","Team Management","Team Performance","Team Satisfaction"]}]},{"id":"identifiers","label":"Identifiers","entries":[{"key":"dc:identifier","label":"Identifier","values":["https://opensiuc.lib.siu.edu/dissertations/682"]}]},{"id":"additional","label":"Additional Metadata","entries":[{"key":"dc:description.abstract","label":"Abstract","values":["Conflict is not an uncommon element of team interactions and processes; however, if unchecked it can cause issues in the ability of the team to achieve maximum performance. Research on task conflict and relationship conflict by de Wit, Greer, and Jehn (2012) found that while in many cases task conflict and relationship conflict within teams can have a negative effect on team performance, in some situations, task conflict benefitted team performance. In response to concerns about conflict in operating rooms, Rogers and Lingard (2006) suggested a conflict resolution tool, micronegotiation, as a way for surgeons to manage conflict. This study used students in health-related courses (radiology, physiology, and microbiology) to measure the effect of training in the micronegotiation technique on team performance on a problem-solving task and team satisfaction. Levels of task conflict and relationship conflict experienced within the teams were also compared between those who applied the technique and those who did not. The results of the MANOVA found no statistically significant differences between teams in the control group (no training) and teams in the experimental group (training) on any of the four dependent variables: team performance, team satisfaction, task conflict, or relationship conflict. The findings may be a result of little variance or presence of conflict within the groups and future research on the use of the micronegotiation technique may be better served to utilize adult work teams with a vested interest in the group product."]},{"key":"dc:title","label":"Title","values":["MEASURING THE IMPACT OF THE MICRONEGOTIATION TECHNIQUE ON TEAM MEMBER SATISFACTION AND TEAM PERFORMANCE"]}]}],"canonical_facts":{"dc:contributor":["Waugh, Christopher"],"dc:creator":["Kaufman, Jeffery David"],"dc:description.abstract":["Conflict is not an uncommon element of team interactions and processes; however, if unchecked it can cause issues in the ability of the team to achieve maximum performance. Research on task conflict and relationship conflict by de Wit, Greer, and Jehn (2012) found that while in many cases task conflict and relationship conflict within teams can have a negative effect on team performance, in some situations, task conflict benefitted team performance. In response to concerns about conflict in operating rooms, Rogers and Lingard (2006) suggested a conflict resolution tool, micronegotiation, as a way for surgeons to manage conflict. This study used students in health-related courses (radiology, physiology, and microbiology) to measure the effect of training in the micronegotiation technique on team performance on a problem-solving task and team satisfaction. Levels of task conflict and relationship conflict experienced within the teams were also compared between those who applied the technique and those who did not. The results of the MANOVA found no statistically significant differences between teams in the control group (no training) and teams in the experimental group (training) on any of the four dependent variables: team performance, team satisfaction, task conflict, or relationship conflict. The findings may be a result of little variance or presence of conflict within the groups and future research on the use of the micronegotiation technique may be better served to utilize adult work teams with a vested interest in the group product."],"dc:identifier":["https://opensiuc.lib.siu.edu/dissertations/682"],"dc:subject":["Conflict Resolution","Leadership","Medical Conflict","Team Management","Team Performance","Team Satisfaction"],"dc:title":["MEASURING THE IMPACT OF THE MICRONEGOTIATION TECHNIQUE ON TEAM MEMBER SATISFACTION AND TEAM PERFORMANCE"],"thesis:degree_discipline":["Workforce Education and Development"],"thesis:degree_level":["Campus Only Dissertation"],"thesis:degree_name":["Doctor of Philosophy"]},"updated_at":"2026-07-24T04:34:11Z"}