ABSTRACT
No matter how well we try to get along, con©ict at work is a real-ity that cannot be avoided. People are apt to have disagreements over policies, interests, or strategies. Some people get under our skin. Even the best of colleagues are apt to have disagreements, and many believe that a certain clash of ideas is useful in developing better programs and policies. Yet disagreements can spill over into con©ict, and some people even seek con©ict as a way to advance their interests. One key point is to use people skills to prevent disagreements from becoming full-blown con-©icts. ”ough people should try to prevent disagreements from becoming con©icts, another key point is also to be prepared for when they do occur.
