1、心理安全氛围的调节作用任务冲突与团队绩效团 队 团队是组织提高运行效率的可行方式，它有助于组织更好地利用员工的才能。 团队的优点是：快速组合、部署、重组、解散。团队能够促进员工参与决策，有助于管理人员增强组织的民主气氛，提高员工的积极性。 工作团队（ work team）通过其成员的共同努力能够产生积极协调作用，其团队成员努力的结果使团队的绩效水平远高于个体成员绩效的总和。高绩效团队 工作团队的规模： 工作团队的规模一般比较小。如果团队成员多余 12个，他们就很难顺利开展工作，在互相交流时会遇到许多障碍，难以形成凝聚力、忠诚感和互相信赖感，而这些都是高绩效团队不可缺少的。 成员的能力协调： 团
2、队有效运作需要三种不同技能的人。第一是技术专长的成员；第二是需要有解决问题和决策的技能，能发现问题提出解决问题的建议，做出有效决策的成员；最后，团队需要善于聆听、反馈、解决冲突及其他人际关系技能的成员。 成员性格特点与工作角色相适应： 人们的性格特质各有不同，如果员工的工作性质与其性格特点一致，其绩效水平容易提高。团队有不同的需求，挑选团队成员时，应该以员工的性格特点和个人偏好为基础。高绩效团队能够时员工适当地匹配不同的角色。 共同目标与具体目标相结合： 成功的团队会把他们的共同目标转变成为具体的、可以衡量的、现实可行的绩效目标。目标会使个体提高绩效水平，目标也能使群体增强能力。 成员之间的相
3、互信任： 高绩效团队的成员之间相互信任。团队成员彼此相信各自的正直、个性特点、工作能力。另外，由于信任会带来彼此的信任、不信任会带来彼此的不信任。关于信任的研究信任的维度正直 (integrity)： 诚实 、可信 赖能力 (competence)：具有技 术 技能与人 际知 识一 贯 (consistency): 可靠，行 为 可以 预测 ；在 处 理 问题时 ，具有较 强 的判断力忠 实 (loyalty)：愿意 维护别 人并保全面子开放 (openness): 愿意与 别 人自由地分享观 点和信息。如何培养信任感 开诚布公： 开诚布公能带来信心和信任，让人们充分了解信息，对于存在的问题坦
4、诚相告。 公平： 在进行决策或采取行动之前，先想想别人对决策的公平性会有什么看法，在进行绩效评估时，应该客观公平。 说出你的感觉： 说出你的感觉会让别人认为你是真诚而富有人情味的，他们会了解你的为人，并更加尊敬你。 表明决策的基本价值观一致： 行动与目标相一致，你的一贯性能够赢得信任。Reaping the Benefits of Task Conflict in Teams:The Critical Role of Team Psychological Safety Climate团队任务冲突中收获的效益：团队心理安全氛围的重要作用Journal of Applied Psychology2
5、012.Vol.97.No.1.151-158Bret H. BradleyUniversity of OklahomaBennett E. PostlethwaitePepperdine UniversityAnthony C. KlotzUniversity of OklahomaMaria R. HamdaniUniversity of AkronKenneth G. BrownUniversity of Iowa Past research suggests that task conflict may improve team performance under certain co
6、nditions; however, we know little about these specific conditions. On the basis of prior theory and research on conflict in teams, we argue that a climate of psychological safety is one specific context under which task conflict will improve team performance.（我们认为心理安全氛围是使任务冲突提高团队绩效的一个特殊环境与背景）Using e
7、vidence from 117 project teams, the present research found that psychological safety climate moderates the relationship between task conflict and performance. （现有研究表示心理安全氛围在团队任务冲突与团队绩效的关系中起到调解作用）Specifically, task conflict and team performance were positively associated under conditions of high psyc
8、hological safety. The results support the conclusion that psychological safety facilitates the performance benefits of task conflict in teams. （在高度安全环境氛围下，任务冲突与团队表现联系紧密，研究结果支持这样的结论， 心理安全促进团队任务冲突的性能优势 ）When does conflict improve team performance? The original logic argued that relationship conflict w
9、ould damage team performance, whereas task conflict may improve it under certain conditions. (Korsgaard, Jeong, Mahony, Jehn Salas et al., 2008). （团队培训有潜在可能影响 团队绩效的各种措施 ）Finally, a great deal of work has shown that the compositional characteristics of the team members themselves,（团队成员自身的成分特征 ） such
10、as personality (e.g., Barrick, Stewart, Neubert, Korsgaard et al., 2008). Relationship conflict refers to disagreements among team members emanating from interpersonal incompatibilities and typically includes tension, annoyance, and animosity (Jehn, 1995).（人际冲突指由于团队成员间的不合产生的意见分歧，通常包括人际关系紧张，烦恼和敌意） Ta
11、sk conflict describes disagreements among group members related to the content of their decisions and differences in viewpoints, ideas, and opinions about the task (Jehn, 1995; Simons Korsgaard et al., 2008） From their findings, De Dreu and Weingart specifically suggested that psychological safety m
12、ay be one condition that alters the way conflict is received and managed in a team.（心理安全改变了冲突在团队中接受和管理的方式） 费德勒权变模型 是建立在 工作导向 和 员工导向 的基础上的。该模型认为最合适的领导风格是取决于整体环境是否适宜以及适宜的程度，随着环境发生改变，领导要求也应改变。 费德勒指出，领导者的有效性取决于员工导向与其它三个变量之间的相互作用。 这三个变量分别与追随者、任务和组织有关 。任务结构反映工作中执行某种特定方式的必要程度。 领导者 成员关系取决于群体接受领导者的方式。在高度非结构化
13、环境下，领导者的结构和控制可以解决该情境下的模糊和焦虑问题，所以结构化的方法更能得到员工的喜爱。 在任务高度程序化以及领导者与员工的关系很好的情况下，他们会觉察到任务导向更加有助于工作绩效。 uThe Moderating Role of Psychological SafetyPsychological safety refers to a shared belief held by team members that the team is safe for interpersonal risk taking and captures a “sense of confidence that
14、 the team will not embarrass, reject, or punish someone for speaking up” （开放的言论自由） (Edmondson, 1999, p.354). Team members working in this type of environment feel a sense of openness and avoid taking task disagreements personally.（宽容和开放的环境，不会避免因个人意见不同产生的风险）When psychological safety is in place, team
15、 members should contribute more ideas, discussions regarding the teams processes should be richer, and the team should have more time to spend on constructive problem solving because less time needs to be spent on regulating interpersonal relations. In fact, broad ideas, new suggestions, and diverge
16、nt perspectives are not only permitted in this climate, but encouraged.（集思广益，新的建议和分歧的观点在这种氛围下不仅被允许甚至是被鼓励的）Hypothesis 1: When psychological safety climate is high, taskconflict will positively relate（正相关） to team performance. When teams have high levels of psychological safety climate and engage in t
17、ask conflict, the full spectrum of teammates ideas, opinions, and viewpoints can emerge. Teammates also have less concern for negative interpersonal consequences and instead focus more intently on task performance. （当团队成员在高度心理安全氛围下工作，参加任务冲突，能激发更多的观点，想法，而减少在消极人际关系上的关注从而更加关心团队绩效） In this way, psycholo
18、gical safety may amplify the involvement of each team member and intensify the interactions among teammates without endangering the harmony of the team. （心理安全氛围能在不破坏团队和谐的情况下扩大团员的参与度和互动） This sense of security （安全感） among teammates should promote the positive aspects of task conflict in teams（提高任务冲突的
19、积极面） creativity and rigorous decision making（创造力和严密的决策） while discouraging the emergence of dysfunctional team member interactions, thereby increasing team performance (Tjosvold, 1991).（抑制团成员间不协调的互动从而提高团队绩效）Hypothesis 2: When psychological safety climate is low, taskconflict will negatively relate（负
20、相关） to team performance.In contrast to conditions of high psychological safety climate, when teams have low levels of psychological safety members will feel less confident expressing their ideas, opinions, and viewpoints and feel more concern for negative interpersonal consequences (Edmondson, 1999)
21、. This climate of restricted participation（有约束感的参与氛围） should lead to fewer ideas and creative suggestions being shared. The absence of psychological safety is likely to discourage beneficial conflict （抑制冲突效益） while increasing counterproductive（低效益） team states. Task disagreements that could improve
22、team performance in high psychological safety climates are likely to lead to detrimental interactions such as relationship conflict, which has been consistently shown to associate negatively with performance (De Dreu & Weingart）（在高心理安全氛围环境下，可提高团队绩效的任务冲突也可能导致有害的人际冲突互动，这与绩效负相关）MethoduProcedures and Sa
23、mpleAt the start of a semester, 561 undergraduate students from a large business course at a Midwestern university were randomly assigned to（随机分配） 117 five-person teams. In Week 2, each team completed the same 50-minute team-building exercise（团队组建） to get to know each other.Team members got to know
24、each other but also discussed each others expectations for how the team would operate, （对如何进行团队运作的期望） shared what would constitute effective and ineffective behavior by team members, and established common goals.（分享会构成团队成员有效和无效的行为，并树立共同目标） Teammates then worked together to complete various assignmen
25、ts throughout the semester. In Week 4, participants completed the first exam in the course, which serves as a control in the study.（控制变量） In Week 8, participants completed an online survey assessing teampsychological safety climate, and in Week 10, participants completed an online survey assessing t
26、ask conflict. These two variables （变量） were measured after the midpoint in the teams life cycles to allow time for psychological safety climate to emerge and for teams to engage in task conflict. （团队生命周期中点后为心理安全氛围的产生和任务冲突的出现留出时间）Task conflict was measured after psychological safety climate in order to assess the effects of task conflict, given a preexisting level of psychological safety.（任务冲突在心理安全氛围之后被测量，在给定一个先前的心理安全水平后来评估任务冲突的作用） In Week 13, teams submitted a written project, which forms the basis of our measure of team performance.（团队提交一份书面计划，形成了团队绩效的四个基础测量指标）
