In this paper we examined the family – entrepreneurship segment. This overlap can cause different paradoxes, which can lead to conflict situations, but they do not become conflicts automatically but in case of conflicts the process can go in two directions: parties create constructive solution or communication becomes destructive and may be that conflict escalates. Our research question was the following: which conflict situations can be found/identified) at the investigated companies, and what solutions have the parties chosen. Our research method was the constructivist version of grounded theory. We conducted 10 deep interviews, as a result the analysis we managed to outline certain patterns of constructive conflict resolutions. The climate of the family is very important in vitalizing the communication culture – that family members can talk openly about needs and problems – which plays an important role in the constructive management of conflicts. According to the Thomas Kilmann model, collaborating is the most constructive conflict-handling method, it is both assertive and cooperative. The conditions are provided in family firms: interests are more coincident, power distance is low and family members are interested in maintaining of good relations.