Process Conflict refers to how work gets done. A low level of this conflict is one of the functional conflicts that are constructive and support the goals of the workgroup and improve group performance.
For this conflict to be productive, it must be minimal. Otherwise, intense arguments over who should do the task can lead to uncertainty about task assignments, increase the time to complete tasks, and lead to members working at cross-purpose. And the process becomes dysfunctional.
Process conflict means the disagreement over the procedures or methods the team or group should use for completing its tasks. It happens when procedures, policies, and strategies clash.
Process conflict is a conflict –“Regarding the way in which a task should be completed, including the actual process and allocation of resources for the task.” It is one of the more productive types of conflict, specifically during the development of a system, because it gives many views of a task’s meaning and structure that can be studied and examined for providing insight into the task.
For example, if a technician applies a different process to control quality than others, there will be a vital impact on the total ability to generate constant quality control within the company. Here, the manager must determine the proper methods and help others to follow these methods by applying the proper power base and leadership style.