Team conflict is conflict within a team. Conflicts may be caused by differing goals, values or perceptions of the team members. Types of conflicts "Hot conflicts" have three common symptoms: Team members persist in arguing the same points. When the team reaches an impasse, talks gets personal. Accusations may be spoken out loud, and members may speculate privately about one another’s motives. Once negative attributions take hold, emotions flare and progress halts. Allen C. Amason, of Mississippi State University, studied conflict and its role in decision-making. He stated that there are two kinds of conflict: cognitive — conflict based upon issues, ideas, processes or principles, and affective — conflict based upon personalities, emotions or values. Researcher Thomas K. Capozzoli (1995) classified conflicts by whether the outcome was constructive or destructive. Conflicts are constructive when people change and grow personally from the conflict; the conflict results in a solution to a problem; the involvement of everyone affected by the conflict is increased; the team becomes more cohesive. Conflicts are destructive when no decision is reached and problem still exists; energy is diverted away from productive activities; the morale of the team members goes down; the team becomes divided. Workplace conflict Team conflict is common in the workplace where it may hinder productivity and the achievement of team goals. If management of conflict is not effective, it can disrupt group processes, but successfully-managed conflict may benefit the group. "Faultlines" in groups Lau and Murnighan identify what they call "faultlines" as a source of conflicts within groups. As a supplement to traditional approaches of research that focused on diversity characterized by variance of demographic attributes across a population, faultlines are hypothetical dividing lines that split groups into multiple sets of subgroups with each set based on different attributes. These attributes may be demographics, but also may be characteristics such as personal values or personalities. This work builds on work in social identity theory and self-categorization theory, which explains the ways in which individuals favor other individuals with whom they share a common identity; per this model, individuals evaluate members of their subgroups more positively than other members of the larger group, which may lead to conflict when disagreements occur across faultlines. Lau and Murnighan identify three compositional factors for faultlines within a group: The number of individual attributes apparent to group members Their alignment The number of potentially homogenous subgroups A group has