There was one exception, however: teams that operated in highly pressurized environments. These teams were different from the others in that their work yielded immediate, quantifiable results—such as financial performance—that left no mystery about how successful their efforts had been. On teams like this, which received instant feedback through some system of scorekeeping, the presence of task conflict wasn’t neutral at all. It made their performances about 40 percent better than the average. “We have found that task conflicts are not necessarily disruptive for group outcomes,” the authors
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