Interpersonal Conflict in Organizations -- The Dialogue Approach -- Trends in Organization and the Management of Differences -- Interpersonal Aspects of Intersystem Conflict -- Relation of Dialogue to Other Approaches to Conflict Management -- Comment on the Organizational Case Histories -- Plan of the Book -- Bill-Lloyd: Negotiating a Relationship -- Background -- Starting the Meeting -- Postconfrontation Reactions and Developments -- Mack-Sy: Confronting a Deeply Felt Conflict -- Background -- Discussion with Mack -- Discussion with Sy -- Meeting After Work: Trying to Get the Issues Joined -- Staff Meeting: Sy's Outburst -- Rest, Recuperation, and Repair -- Touching Bases Before Departure -- Further Developments -- Reconciliation -- Outcome -- Fred-Charles: Searching for an Accommodation -- Background -- Confrontation: Differentiation Phase -- Continuing the Dialogue for New Insights -- Analyzing the Ongoing Process -- Outcomes from the Confrontation -- Diagnostic Model of Interpersonal Conflict -- Cyclical and Dynamic Characteristics -- Substantive and Emotional Issues -- Triggering Events -- Conflict Tactics and Resolution Behaviors -- Proliferation Tendencies -- How to Manage Conflict -- Strategic Ingredients Supporting Productive Dialogue -- Interpersonal Dialogue -- Ensuring Mutual Motivation -- Achieving Balance in Situational Power -- Synchronizing Confrontation Efforts -- Managing the Differentiation and Integration Phases -- Promoting Openness -- Enhancing Communication -- Maintaining a Productive Level of Tension.