[Purpose/Significance] With the refinement of social division of labor and the improvement of professional requirements, teamwork has become a normal state of modern life, study and work, which not only helps the growth of individual knowledge, but also helps to promote team knowledge’s build. This study explores how members with different attitudes negotiate in the process of team knowledge building from the team perspective and the individual perspective. [Method/Process] This study recorded, transcribed and qualitatively coded 19 team discussions and collaborations by the experiment, constructed a coding framework for team knowledge building, and conducted qualitative and quantitative analysis of the team’s knowledge building process to explore the effect of degree of team attitudes differentiation on the knowledge-building negotiation process. [Result/Conclusion] In terms of team collaboration behavior, teams with inconsistent attitudes have more questioning, explaining, defending, resolving/shelving conflict-type interactions. In terms of team collaboration mode, teams with the same initial attitude generally reach an agreement in the early stage of discussion, but the content of their discussions is highly homogenized. Teams with smaller initial attitude differences can also reach a consensus in the middle and late stages of the discussion, and the collaboration process is smoother. Consensus was more difficult to reach in teams with large differences in initial attitudes or individuals with strong self-esteem. On an individual level, neutral roles play a certain coordinating role in the team.
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