Purpose In teams with tight coordination requirements – such as surgical teams – even small disruptions in smooth coordination (e.g. misaligned timing or insufficient precision) may trigger uncivil behavior, which constitutes a conflict episode. Whereas incivility research investigates broad antecedents of such behaviors (e.g. personality and justice perceptions), conflict research concentrates on differing opinions, values and interests. Neither perspective focuses on impaired task coordination and goal obstruction as potential triggers. The concept of micro-coordination conflict (MCC) addresses this gap. Design/methodology/approach Structured around task-coordination requirements, the MCC model draws on literature from incivility, conflict, coordination, interruptions and frustration-aggression to explain emotional responses to coordination failures. Findings Insufficient coordination entails risks for efficiency and well-being. The frustration-aggression tradition identifies blocked goal-directed action as inducing anger and, potentially, incivility. When team members' actions are insufficiently aligned regarding timing and precision, performance coordination is disrupted, especially during high-concentration phases. Personal characteristics (e.g. self-regulation), stressful environments and other factors are likely to moderate these associations. Research limitations/implications More research is needed on situation- and task-specific coordination failures, their origins in sub-optimal shared mental models and situation awareness and their effects on team processes and outcomes. Practical implications Interventions should address not only reducing uncivil behavior but also improving team coordination, including micro-processes related to shared mental models and situation awareness. Social implications The performance of teams that require tight coordination often has an important impact, for instance, on patient outcomes. Optimal coordination is therefore socially important. Originality/value By focusing on coordinated task execution rather than disagreements and opposing interests, the MCC model advances understanding of incivility and conflict in tightly coordinated teams. It suggests that task-coordination training may help prevent incivility and conflict.
Semmer et al. (Tue,) studied this question.