'I beg to differ': conflict in the interdisciplinary team

Three cases in which interdisciplinary teams experienced conflict were examined in depth. Disagreement within the team was expressed covertly and overtly. In the face of conflicting perceptions, team members attempted to influence others to agree with them, changed their own recommendations, or tried to find an area of compromise. Team members did not fully address differences across disciplines. Interactions during these cases suggest that team members see themselves primarily as representatives of their own discipline rather than as members of a team. Different values and theoretical perspectives seem to influence divergence of opinion. A need for a common value base, language, and conceptual framework was evident.