A goodmanager doesn't try to eliminate conflict; he tries to keep it from wastingthe energies of his people. If you're the boss and your people fight youopenly when they think that you are wrong that's healthy.
Undernormal conditions, most people tend to see what they want to see, hear what theywant to hear, and do what they want to do; in conflicts, their positionsbecome even more rigid and fixed.
Neverforget the power of silence, that massively disconcerting pause which goes onand on and may at last induce an opponent to babble and backtrack nervously.
