One source of conflict pertains to interactions among individuals with different personalities engaged in competition for promotions and professional standing. Another source of conflict is rapid organizational change, which results in new demands and standards that precipitate insecurity and resistance among employees. Conflict also stems from the interaction of veteran officers with entrenched work habits and attitudes and new officers with better education who are anxious to implement new policing concepts and practices. Conflict in police departments also can come from the nature of the police culture, which requires that officers interact with citizens in a firm and authoritative manner reflective of a power-based paramilitary organization. Interactions between and among officers with such an authoritative style, however, can lead to conflict. Every department should have a system of conflict management that involves the creation of a "change team" to obtain information and make recommendations regarding conflict management. This team should represent a cross-section of employees. Further, the command staff should provide greater leadership in managing conflict, such that it is dealt with openly and positively. Also, all employees should be trained in conflict management skills. This training should include instruction in effective management skills for both internal and external conflict and be reinforced and advanced with annual ongoing training. In addition, a peer mediation program should be established, so that conflict can be positively addressed without it coming to the attention of management. Other recommendations in this article pertain to the accountability of managers and supervisors in conflict management, the monitoring of conflict-management practices, the development of a written conflict management policy, and the creation of a mechanism for citizens to ask questions about police procedures without filing a formal complaint.