**5. Conclusions**

Values are defined as our preferences and priorities that reflect what is important to us [104– 106]. Value is the abstract concept, but it is important for everybody—values allow us to show our belief how to live our lives. Collins and Chippendale believe that we get an overview of people's worldviews, knowing what values are important to them and which values drive their behaviour [107]. Different authors agree that values drive our behaviour regardless of whether or not we are aware of them [105, 108, 109]. It is believed that creating common values helps build a cohesive culture built on trust and a sense of community [110, 111].

Conflict exists when people are different, they have different ideas about what is important, as well as different answers to something that requires resolution. Conflict can be constructive or destructive, depending on how it is managed. Constructive conflicts are connected to organization's development. Failure tolerance and giving the employee an opportunity to learn from mistakes has been found to be a building block of organizational innovativeness [112]. Also, constructive conflict handling and free expression of opinions are positively related to innovation [113–115]. Perkins suggested the components necessary for collaboration create productive conflict, and the absence of the components contribute to unproductive conflict [116]. Other authors agreed that effective conflict management occurs when interactions occur, which produce productive conflict [53, 54]. Every well-managed conflict will bring gain in the future—trust between people will grow, people's growth mindset is going to improve, they believe in their potential and they see the potential also in their team and organization and they are more ready to invest into their work and organization. The sense of humankind's ability and unity will support people being more willing to contribute to the activities of their groups and organizations. Success unites the group and the individuals [66] and therefore creates conditions for recognition of organizational and shared values. Conflict management strategies show vividly how employees are treated in the organization, and thereby, it is possible to demonstrate the values that the organization exploits [36].

Whether values guide our decisions and behavioral choices, therefore our values have a clear effect on conflicts we deal with. If we determine in advance what are our shared values on what we base, the conflicts possibility can be diminished. It may also be possible that differences in perception are influenced by what values people have and what values they consider important [54]. To achieve a state of increasing progression and constant evolution, several authors claim that people must create alignment where values are shared, people work together toward common outcomes and they have a deep desire to contribute to the organization—values alignment fosters collaboration and can be considered a proactive strategy for conflict management [54].

Although values and conflicts are quite popular research topics, there is still plenty of work to do for linking those two phenomena. We do not have now enough evidence to confirm how exactly the different forms and levels of organizational values are connected or how they impact different forms and levels of organizational conflicts and oppositely. According to trends in economy and workplaces, a one more important phenomenon needs to be researched from the view of organizational conflicts and values—it is organizational diversity. Workplace diversity is increasing trend and it includes value diversity [117], which can be distinguished into different kinds of values, such as business, individual, corporate or organizational values [118].

In the case of constructive conflicts, it can be seen that while solving the conflict all parties' interests, needs and values have been taken into consideration. Conflicts are an important source for a new solution and they should not be suppressed, even though they are emotionally difficult. Bringing conflicts upfront assumes trust, and trust is also at the core of employee participation [114]. According to Schein, a "set of values that become embodied in an organizational philosophy can serve as a guiding principle toward managing conflicts or difficult events" [119]. It has been established that parties are generally more willing to move further from their initial position and become more cooperative when they have talked about value orientations before job negotiations [120].
