团队冲突是作为一个过程存在的。现有的研究将团队冲突分为任务冲突和过程冲突，并分析了二者对不同结果变量所产生的不同影响。相应地，两种冲突发生的过程也是不同的。遗憾的是，现有研究对团队冲突的过程分析得还不够充分。 本文的研究问题是：自我管理型团队的团队冲突过程是怎么样的？具体包括以下问题（均在自我管理型团队的情境下）：是什么因素引发了关系冲突与任务冲突？这些因素又是如何分别引起两种团队冲突的？关系冲突与任务冲突之间可以相互转化吗？如果可以，又是为什么转化的？关系冲突和任务冲突分别会给团队绩效带来什么样的影响、为什么会带来这些影响？遭遇了团队冲突的自我管理型团队，其绩效会对团队下一次的团队冲突产生什么影响、为什么？ 我通过使用质性研究中的案例研究方法，借助扎根理论，以A乐队为案例，建构了自我管理型团队的团队冲突过程模型，并归纳了冲突过程中各个环节的性质特点。之后，我在B乐队和C乐队的情境里，检验并完善得到的过程模型。 目前主流的案例研究方法分为两派：Eisenhardt的构建理论案例研究方法；Yin的案例研究设计。尽管二人之间存在比较大的分歧，但我还是在区分差别的基础上，共同参考了二人的观点。另外，我还借鉴了其他质性研究学者（如陈向明）的思想。 分析所用到的资料全部通过访谈获得，包括一次焦点团体访谈和7次个别访谈。将访谈录音转录成文本，共计得到141201字的访谈资料。 经过资料分析和理论建构，我将自我管理型团队的团队冲突过程分为三个阶段：产生阶段、作用阶段和反馈阶段。成员异质性、任务互赖性和任务复杂性分别通过不同的机制，引发关系冲突和任务冲突。关系冲突和任务冲突之间也存在着相互转化的关系。任务冲突通过认知路径影响团队绩效；关系冲突通过认知路径和动机路径，影响团队绩效。团队绩效会反过来影响未来的关系冲突和任务冲突，以及成员的动机。 最后，我提出了若干针对妥善处理团队冲突的建议：成员应注重训练跨角色技能，扩展跨角色知识；成员应警惕过高水平的任务冲突，并为此做好充分的预案；当任务冲突的水平太低时，成员可以有意识地解除团队内的一些规范；成员应当理解关系冲突的产生，更包容地接纳队友情绪上的宣泄，并注意不要将关系冲突发展为任务冲突；成员在处理任务冲突时，应更多地尊重和考虑队友的不同意见，尽量避免采用强迫策略。 本文的理论价值主要在于为团队冲突建构了动态演化的过程模型、发现了团队冲突过程当中一些变量之间新的联系、首次讨论关系冲突的积极效果，以及将团队冲突的研究聚焦于自我管理型团队的层次。本文的应用价值在于为自我管理型团队的冲突管理提供启示。

Team conflict exists as a process. Existing studies divide team conflict into task conflict and process conflict and analyze their different effects on different outcome variables. Accordingly, the two kinds of conflicts occur in different processes. Unfortunately, existing studies do not adequately analyze the process of team conflict. In this paper, the research question is: What is the process of team conflict in self-managed team? Specific questions include the following (in the context of self-managed teams): What factors cause relationship conflict and task conflict? How do these factors cause two kinds of team conflicts respectively? Can relationship conflict and task conflict translate into each other? If so, why? What and why do relationship conflicts and task conflicts affect team performance? What impact will the performance of self-managed teams that have experienced team conflict have on the next team conflict? And why? By using the case study method in qualitative research and taking band A as the case with the help of grounded theory, I constructed the process model of team conflict in self-managed team and summarized the nature and characteristics of each link in the process of conflict. After that, I tested and improved the resulting process model in the context of band B and band C. Current mainstream case study method is divided into two groups: Eisenhardt's theory of building case study method; Yin's case study design. Although there are some big differences between them, I still refer to both of their views on the basis of distinguishing the differences. In addition, I have borrowed ideas from other qualitative researchers, such as Chen xiangming. All the data used in the analysis were obtained through interviews, including one focus group interview and seven individual interviews. Transcribing the interview recording into text, a total of 141201 words of interview data were obtained. After data analysis and theoretical construction, I divided the process of team conflict in self-managed teams into three stages: generation stage, action stage and feedback stage. Member heterogeneity, task interdependence and task complexity cause relationship conflict and task conflict through different mechanisms. There exists a mutual relationship between conflict and task conflict transformation. Task conflict affect team performance through cognitive path; Relationship conflicts affect the team performance through the path of cognition and motivation. Team performance, in turn, affects future relationship conflicts and task conflicts, as well as motivation of members. Finally, I put forward some suggestions for proper management of team conflict: Members should focus on training cross-role skills and expanding cross-role knowledge; Members should be alert to excessive levels of task conflict and make adequate contingency plans for it; When the level of task conflict is too low, members can consciously remove some norms within the team; Members should understand the emergence of relationship conflict, should be more tolerant of the emotional catharsis of teammates, and pay attention not to develop relationship conflict into task conflict; When dealing with task conflicts, members should respect and consider the different opinions of their teammates more and try to avoid using coercive strategies. The theoretical value of this paper mainly lies in the establishment of a process model for the dynamic evolution of team conflict, the discovery of new connections between some variables in the process of team conflict, the first discussion of the positive effects of relationship conflict, and the study of team conflict focusing on the level of self-managed teams. The application value of this paper is to provide inspiration for conflict management of self-managed teams.