As the processes and systems used in business have become more complex, teams, not individuals, have become popular in many organizations. Teams are made up of individuals from an organization brought together to solve a problem, improve a process, or implement a new process. “One of the major advantages of a team over an individual is the diversity of resources and ideas” (Burns, 1995, p. 52). However, this diversity can cause conflict within the team. Team success is strongly influenced by the team's ability to recognize causes, manage and resolve conflicts. According to theorists, when groups transform into teams, most conflicts occur in the “storming” phase of team development (De Janasz, Dowd & Schneider, 2001). First we need to understand what conflict is. Capozzoli (1999) cites Boulding's 1962 definition of conflict as “a situation of competition in which the parties are aware of the incompatibility of potential future positions and in which each party wishes to occupy a position that is incompatible with the wishes of the other ”. Conflict can be constructive or destructive to the team and can be created in different ways. The conflict must be analyzed and understood so that the team can resolve it. Conflict, if managed effectively, can be constructive. Conflict theorists have labeled this type of conflict as “Type C conflict or cognitive conflict” (Amason, Hochwarter, Thompson & Harrison, 1995, p. 22). Conflict of this type is usually centered on differences over issues or opinions and has a positive effect on the team. Increase team member engagement by allowing each member to express their opinion or idea and evaluate the opinions or ideas of others. People change and grow personally by dealing with this type of positive conflict and cohesion is created in the team. Ultimately, “Type C Conflict” results in a solution to the problem or an agreement between team members. If handled poorly, conflict can be destructive to the team. Theorists have labeled this type of conflict as “Type A conflict or affective conflict” (Amason, Hochwarter, Thompson & Harrison 1995, p. 24). “Type A Conflict” is the result of one team member's personal feelings towards another team member rather than a problem and has a negative effect on the team. It typically harms team member morale as it divides the team into smaller groups of people. Attention is diverted from relevant team activities while addressing the conflict.