By Nick Redding At the Morton Deutsch International Center for Cooperation and Conflict Resolution (MD-ICCCR) we employ dynamical systems theory (DST) as a perspective for understanding complex social problems. The theory proposes that conflicts are the result of multiple factors that interact, change and evolve (or devolve) together over time. To truly understand conflict processes, it is essential to collect data at multiple points in time to identify the underlying patterns that perpetuate them. Relevant to this approach, a recent study looked at conflicts between members of newly formed groups over a four-month period. These researchers focused on individual tendencies to trust others – specifically, differences between group members in their initial willingness to trust others. Surprisingly, they found that during the initial formation of a group, it is not the average level of trust or the total amount of trust shared by members that matters. Instead, it is the similarity between members in their initial tendencies to trust that leads to the emergence of a more harmonious and productive group process over time.
Apparently, when there is greater diversity regarding members’ initial willingness to trust others – with some starting with low levels of trust and others with higher levels – initial trust within the group suffers. This initial mix sets off a downward “trust spiral” with ambivalent initial trust within the group leading to more damaging relationship conflicts, which erodes trust further. As a result, group cohesion and performance suffers.
The implications for team leaders and professionals working with groups lies in the importance of addressing issues around trust early in the formation of the group. Initial conditions are critical. Left to their own, newly formed groups with members who do not share the same initial levels of trust (either high or low) may find themselves pulled into a cycle of conflict and damaged relationships that is difficult, if not impossible to recover from. Sources: Ferguson, A. J., & Peterson, R. S. (2015). Sinking Slowly: Diversity in Propensity to Trust Predicts Downward Trust Spirals in Small Groups. Journal of Applied Psychology, 100(4), 1012-1024.
Image source: https://pixabay.com/en/hands-hand-trust-responsibility-269273/
Categories: Blog, Workplace Conflict
Published October 9, 2015
