When Too Little or Too Much Hurts: Evidence for a Curvilinear Relationship Between Task Conflict and Innovation in Teams

Abstract

Past work leaves open whether conflict helps or hinders team innovation. Reconciling this inconsistency, Study 1 showed that work teams were more innovative when the level of task conflict was moderate instead of low or high. Study 2 showed that this curvilinear effect exists for task conflict, but not for relationship conflict, and that the effects of task conflict are mediated by collaborative problem solving. Study 2 also showed that although moderate levels of task conflict may promote team innovation, it simultaneously reduces short-term goal attainment in teams. Implications for conflict (management) theory and work on innovation are discussed.