Process Conflict In Organizations

Introduction
Conflicts are part of our daily life and are inevitable when people with different interests come together. Wherever people work together and meet conflicts arise. They arise because each person has their own goals, needs, expectations and values, he/she wants to realize and satisfy, whether in their private or professional life. However, conflict outcomes are highly dependent on how we deal and learn to cope with them.

Especially, in todays work environment two ongoing trends set the way for working in and for organisations. First, the amount of work in organisations, which is done through teamwork rather than by individuals working alone increased (Puck, Neyer, & Dennerlein, 2010). As Puck, Neyer and Dennerkein (2010) state:

Nevertheless, intense arguments should be avoided. Moreover, process conflicts can easily lead to jealousy, loss of motivation and job dissatisfaction. Therefore, it should be kept to a minimum level, where managers and group leaders can easily control it. Etwas ausührlicher!!!!
Task conflict
In contrast to performance conflicts, task conflicts entail disagreements among group members about the content and outcomes of the task being performed (de Wit, Jehn, & Greer, 2012). Yet, task conflict is believed to be the most beneficial type of organizational conflict – when compared to the other two types. It refers to the conflicts and disagreements among individuals related to a certain task, its content, direction and goal. Different opinions, viewpoints, decisions and proposed changes are some of the chief causes of task conflict.
Low to medium level of ongoing task conflict is considered healthy for the organization because it stimulates creativity, healthy competition and provides the possibility of a better outcome through constant discussions and different

National cultural differences increase the potential of productivity while increasing the complexity of team processes (Adler, 2002). Potential benefits nationally culturally diverse teams are the greater band width of creativity that flow from the different cultural backgrounds of the team events, and the greater diversity of perspectives, arguments, alternatives, which could lead to better problem solving, decision-making and innovation. Moreover, the reaction possibility increases to changes in the social and professional environment, and thus the manoeuvrability in the context of globalization. In addition, there is less risk that the team's productivity is reduced by