Abstract
Traditionally, conflicts were basically perceived as something bad in a project, something to be avoided. These days, however, conflicts are seen as inevitable and a natural consequence of change, and if managed well, can be beneficial to outcomes such as the generation of new ideas. On the other hand, in business, people still tend to avoid confrontation and conflict as a bad thing because they value human sensitivity, harmony and cooperation. This may have hindered the close coordination and coordination of opinions within the project. In this study, we propose a method to pseudo-conflict teams that tend to avoid conflicts and promote the formation of collaborative members. This is an attempt to organize collaborative members by pseudo-conflicting members who tend to avoid conflicts, which is hypothesized based on the double-interest model. As a result of an empirical experiment using ”pseudo-conflict” in this study, it was confirmed that it was possible to create conflicts even among members who tend to avoid conflicts, improving their ability to actively assert their own opinions and leading to cohesion among team members. In the future, it will be applied to actual short- and long-term projects, and the method of application will be explored. In addition, we will conduct demonstration experiments to collect more accurate data and keep accurate research results.
