Conflict is an inevitable part of work and relationships. How it is handled determines what can and cannot be accomplished personally, professionally, and organizationally. The pressures and complexities of health care interactions breeds conflicts that require constant, skillful negotiation. Increasingly, health care leaders are recognizing that proficiency at recognizing sources of friction before trouble flares up and at managing and resolving disputes that do break out is an essential part of their executive "toolbox." Resources are now widely available for acquiring fundamental knowledge of dispute prevention and negotiation techniques, and for locating and engaging reliable expertise when third-party intervention appears necessarily to reconcile apparently intractable differences.