Process construct of conflict is a sequence of events that explains the interactions of two or more parties engaged in interaction. Viewed as a series of episodic events, the behavior of one party triggers the behavior of another with the degree of the reaction being dependent upon the significance of the impact. Conflict is viewed as a win-lose situation and escalates over time with responses depending on the personalities involved. Mutually satisfactory outcomes must be reached or latent conflict areas will trigger later conflict.

Structural construct conflict maintains that conflict results from conditions that influence behavior. Structural causes may be organizational policies, cultural or group norms, or personality traits and expectations of others' behaviors. Team conflict has many causes. Teams are made up of individuals with their own idiosyncrasies, human frailties, and personal values. Conflict in empowered teams has two root causes: the goals of the team and the collected "negative stamps" of team members. Conflict can lead to passive aggressive behavior such as procrastination, delay, and avoidance.

Resolving conflict by identifying common values promotes commitment through people's personal belief systems. Values are universally accepted behaviors, not codes of conduct or doctrine. Team conflict can also result when leaders and subordinates have incongruous role expectations for themselves and for others. Role expectations must be clearly defined and agreement must be reached before the goal can be attained. Resolving problems between two or more parties requires objectivity and open and honest discussion. Those resolving conflict must focus on the problem and not on the personalities of those involved.