This book examines conflict in a corporation that has embraced an increasingly popular style of management, one that rejects rigid bureaucratic authority. The main finding is surprising and enlightening. People most often handle conflict with therapy, a behaviour usually thought to be confined to the offices of psychiatrists and the wards of mental hospitals. This kind of therapeutic order contrasts sharply with the more authoritative, often violent order found in more centralized and hierarchical work settings especially those of the past.

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