A great many peer conflicts arise from incompatible goals or fromdifferent views on how a task should be accomplished. With honestdialogue these kinds of conflicts can usually be resolved. Butother peer conflicts are more troublesome because they involvepersonal values, office politics and power, and emotionalreactions.To resolve these more difficult peer conflicts, managers shouldexamine three key issues that can cause such clashes and alsoinfluence their outcome. One, they should assess their emotional"hot buttons" that trigger ineffective behaviors andmake conflict difficult to manage. Two, they should examine theirpersonal values and how those might conflict with what their peersfind important. Finally, they should assess their power in theorganization--which can be related to position, influence,expertise, or some other factor--and learn how to use it tomanage conflicts.Navigating these issues won't rid an organization of conflictamong peers. But by paying attention to them managers can buildeffective relationships that will survive these inevitableconflicts and bolster their ability to achieve organizationalgoals.