ABSTRACT
Change and challenge bring conflict. We reframe conflict as an important part of identity-conscious work and institutional change. As supervisors engage in more just and equitable supervisory practices, conflict is bound to emerge both with individual supervisees and in the process of team development. To engage effectively across difference, managers must embrace conflict as a normative practice. Supervisors must take responsibility for their work in engendering trust, particularly across difference where trust is often lacking.
