In 1992, Lewick et al. similarly argued that the literature tends to emphasize responses to conflict after it becomes manifest rather than anticipating conflict and seeking to address it prior to its manifestation. More recently, Rahim (2002, 2010) argued that the conflict management literature on organizations is deficient when it comes to identifying strategies for managing conflict at the macrolevel in organizations. More specifically, he argued that attention needs to be given to organizational cultures and organizational structures and the ways in which these could contribute to the constructive management of conflicts. Finally, Mayer and Louw (2012, 3) contended that the narrow focus on resolving disagreements does not allow for a more holistic focus on “continuous transformation.” While they themselves do not elaborate on what should be the center of focus for continuous transformation, Lederach (1997, 2004), who coined the term conflict transformation, asserts that relationships are central.