As is clear from the literature, conflict within organizations is inevitable (Rahim 2010). Moreover, the ability of organizations to function effectively rests on their being able to manage organizational conflicts (Kolb and Putnam 1992; Rahim 2002). Th e literature highlights a plethora of strategies that can be used to manage or resolve conflicts constructively, including mediation, arbitration, bargaining, compromise, negotiation, and framing and treating problems as joint problems (Lewick, Weiss, and Lewin 1992; Kolb and Putnam 1992; Rahim 2010; Fisher, Ury, and Patton 2011; Gawerc 2012). Yet all of these represent tools and strategies for managing or resolving conflict focused on the disagreement rather than a broader, more transformative, and more preventative focus on strengthening the relationships, which could allow withstanding more disagreements and minimizing their potential destructiveness.