Understanding group dynamics is toward fostering member satisfaction and high group performance. Conflict represents one of the major constructs in the group dynamics literature. While several scholars have proposed that task conflict can be beneficial to the overall success of the group, recent meta-analytic work has provided results to the contrary, as task conflict was shown to be negatively related to team performance and member satisfaction. As a result, researchers have sought to understand under what conditions task conflict would aid performance. One such condition may be when the group is characterized by outcome interdependence, or when all members of a group are held accountable for the group's failures or receive similar rewards for the group's successes. Such an environment would seemingly stimulate collaboration rather than competition, thus allowing for a context of divergent viewpoints. The purpose of this study was to examine this issue in greater depth by investigating the potential moderating effects of outcome interdependence on the relationship between task conflict and group effectiveness. Data were collected from 45 coaching track and field coaching staffs. Bivariate correlations showed that, consistent with previous research, task conflict was negatively related to staff effectiveness (r = -.43, p < .01). Moderated regression analysis showed, however, that the level of outcome interdependence influenced that relationship, R-square change = .12, p < .01. Specifically, simple slope analysis revealed that when outcome interdependence was low, staffs with high task conflict had poor performance. On the other hand, when task outcome interdependence was high, staffs with high task conflict performed well. Thus, results show that outcome interdependence can serve to bring out the positive effects of task conflict. As a result, managers and head coaches should stimulate a cooperative group environment, and one in which members perceive a common fate for the group's successes or failures. Additional theoretical and practical implications are advanced. Keyword(s): coaching, performance