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Combining social identity theory with an attribution theory perspective, we argue that task conflict can counteract the negative effects of relationship conflict on team performance in diverse groups. Particularly, we assume that in teams with high levels of task conflict, employees may attribute relationship conflicts to both interpersonal aspects and task characteristics. Under these circumstances, team members can still concentrate on task fulfillment. Contrary, in teams with low levels of task conflict, employees may assume that the only explanation for relationship conflicts is that individuals do not get along on a personal level. This inhibits team performance because employees focus on differences in the team rather than address task-related issues. We test our hypotheses in a sample of 57 organizational teams. 350 employees provided us with task and relationship conflicts ratings and their leaders assessed the …