mong management team members due to the intellectual consideration and utilization of each other's diverse input (Amason, 1996)
             Person conflict in team decision-making refers to the occurrence of identity-oriented issues, where personal beliefs and morals come into play. This type of conflict deteriorates team decision-making effectiveness by limiting the team's ability to reach high-quality decisions and disturbing mutual acceptance among team members. The arguments for these detrimental consequences are that person-oriented incompatibility: (a) limits cognitive processing of new information; (b) reduces receptiveness to ideas advocated by others who are disliked; (c) decrease willingness to tolerate opposition; (d) gives rise to hostile attributions concerning each other's intentions and behaviors; (e) disturbs effective communication and cooperation within the team; and (f) consumes time and energy preserved for working on the substantive decision task (Baron, 1991, 1997).
             An example of task conflict could be when a chief negotiator is arguing about the location of the research to be done with some fellow members of his team.
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