Conflict and cognitive control during sentence comprehension: recruitment of a frontal network during the processing of Spanish object-first sentences.

During sentence processing there is a preference to treat the first noun phrase found as the subject and agent, unless marked the other way. This preference would lead to a conflict in thematic role assignment when the syntactic structure conforms to a non-canonical object-before-subject pattern. Left perisylvian and fronto-parietal brain networks have been found to be engaged by increased computational demands during sentence comprehension, while event-reated brain potentials have been used to study the on-line manifestation of these demands. However, evidence regarding the spatiotemporal organization of brain networks in this domain is scarce. In the current study we used Magnetoencephalography to track spatio-temporally brain activity while Spanish speakers were reading subject- and object-first cleft sentences. Both kinds of sentences remained ambiguous between a subject-first or an object-first interpretation up to the appearance of the second argument. Results show the time-modulation of a frontal network at the disambiguation point of object-first sentences. Moreover, the time windows where these effects took place have been previously related to thematic role integration (300–500 ms) and to sentence reanalysis and resolution of conflicts during processing (beyond 500 ms post-stimulus). These results point to frontal cognitive control as a putative key mechanism which may operate when a revision of the sentence structure and meaning is necessary

Conflict Resolution to Project Performance

Conflict resolution is a key issue to manage when dealing with diverse stakeholders. By analysing in depth the most relevant and implicit aspects of the construct "conflict", this study focuses on examining how the five main strategies in solving common disagreements are adopted by considering different conflict sources. Hypotheses are tested using data collected from both the academic and business world. Perceptions of project managers and team members allows the authors not only to find significant differences by role played or type of organization, but to narrow the design of future approaches to investigate the relation between conflict and project performance. More specifically, the research indicates that project managers adopt confronting and compromising styles in most cases as first options, highlighting the influence of responsibility degree factor in how issues are undertaken within a project team.