Managers are often caught between the conflicting priorities of cooperation, conflict, and competition. On one hand, employees are expected to perform well individually; on the other hand, they are expected to work cooperatively as a team. In practice, however, selfish individual interests and the pursuit of conflicting goals can often be observed. Conflict situations are therefore often the flip side of cooperation. Additionally, intercultural cooperation, diverse teams, leadership at a distance, virtual team structures, constant change, and restructuring increase the potential for conflict and place greater demands on leadership and cooperation. To avoid escalation and loss of energy, leaders and teams are challenged to use conflict constructively and to develop efficient coping strategies. This book helps the reader to avoid conflict.