trigger false opinions of the sender or receiver’s intent. The second category, structural factors, can
stem from elements such as the background of the team members, infrastructure issues, participation
levels (within the team), or possibly the size of the team. Personal factors that could also promote
the chance for conflict within a team include: individual values and goals, needs, self-esteem, or
individual motives (Townsley, 2009). Furthermore, an individual’s perception of the situation that
is significantly different from that of another team member’s may also bring about conflict.
With the increase in the globalization of organizations, a new source of conflict can come,
not from just cross-functional team members, but cross-cultural members as well (Northouse, 2010).