One definition of conflict is that it represents ‘a battle of strength between opposed parties or principles’.

There are six major areas within an organization that can give rise to conflict.

The definition of sabotage, offered in the book, is ‘A deliberate attempt to interrupt operations or damage the interests of an organization (or another person or group) by an individual (or group) that wishes to do so, or considers that they have some reason to feel aggrieved.’

In the pluralist model, conflict provides an indication of the issues on which there is basic agreement between the various stakeholders.

The Marxist view of conflict suggests that conflict is an inevitable function of capitalism.

The definition of ‘labour process’, offered in the book, is ‘The means by which, under capitalism, raw materials are transformed by machinery into commodities to be exchanged in a market.’

The five conflict handling styles, discussed in the book, include negotiation.

Negotiation is defined as the process of maximizing one’s value, through interpersonal decision making, in situations where outcomes for each party are interdependent.

Fisher and Ury developed an approach, called principled negotiations, that requires negotiators to concentrate on five elements within a negotiation process.

Logrolling describes situations when value is created, through trading differences in the value of particular aspects of an agreement for different partners.