In a longitudinal study of twelve Israeli-Palestinian peacebuilding organizations, I (Gawerc 2012) provide evidence for Gamson and Modigliani’s (1963) theory. More specifically, I found that while severe disagreements can cause some organizations to break down or stop functioning effectively, other organizations with disagreements that are comparable or even greater may be able to continue to operate and function effectively. For example, my research highlighted how the organization Parents Circle–Families Forum, which consists of bereaved family members in both communities, managed to survive and come out stronger after a successful effort organized by the Palestinian side to transform the leadership and structure of the organization from an Israeli organization to a more equitable joint organization. According to Hannan and Freeman (1977), a change in organizational structure and forms of authority is one of the most challenging changes to make, as it can result in the loss of external legitimacy for the organization and cause organizational conflict (also see Freeman and Hannan 1984; Carroll and Hannan 2000).