Intraorganizational conflict can arise from many different sources. A sudden shift in donor priorities can upend current programming. A change in politics or public policy can make an organization’s mission less relevant or viable. Potential negative publicity about an overseas branch can spark heated debate about whether and how to deal with it. Substantive disagreements between boards and executives or between field offices and headquarters are common. The question is not simply whether conflicts arise, but rather whether organizations are equipped to deal with them.