Abstract
Most often, as researchers, we study conflict “out there”—we study research subjects or participants (whether in dyads, teams, organizations, communities, or societies) and assess the level and kind of conflict, its precursors and consequences, and the like. We usually avoid examining conflict “in here,” among ourselves the researchers, though of course we experience it regularly (see Bartunek & Rynes, 2016, this volume). Rarely do we explore how our own conflict can potentially enhance the validity of our findings, helping us dig down to the deeper dynamics lying below the surface.
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© 2016 Erica Gabrielle Foldy and Tamara R. Buckley
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Foldy, E.G., Buckley, T.R. (2016). Permeable Borders: How Understanding Conflict in Research Teams Can Enhance Understanding Conflict in Work Teams. In: Kong, D.T., Forsyth, D.R. (eds) Leading Through Conflict. Jepson Studies in Leadership. Palgrave Macmillan, New York. https://doi.org/10.1007/978-1-137-56677-5_3
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