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Conflict is an essential part of any organization much like power, culture, goals, or strategy. When you hear the word "conflict," words such as problem, dispute, or disagreement often come to mind. While this is true, conflict can be beneficial to an organization as well. This is especially important since "sport and leisure organizations exhibit characteristics that render them significantly more susceptible to conflict than organizations in other institutional spheres" (Amis, Slack & Berrett 1). Whether it is a good thing or a bad thing, conflict is a phenomenon which arises from the structural framework of an organization" (1). With this in mind, how would a sport manager govern or structure their organization to minimize conflict as much as possible? One of the most influential and impacting things they can do is ensure the centralization of their subunits. Each subunit will develop their own culture and set of norms that they work by. This differentiation creates a sense of autonomy within that specific group. Though they are all working toward the same ultimate organizational goal, they will all have different ideas about how to reach the end goal. If each subunit develops their own personal values and beliefs then they will only be able to function within their own realm rather than work cohesively with everyone else in the larger organization. "A lack of formalized procedures, dictated by rules, regulations, and other forms of documentation is another common source of dispute" (Amis, Slack & Berrett). It is inevitable that each subunit will have their own set of beliefs and internal rules; however, to lessen the probability of conflict, a manager must set forth a centrally focused set of rules and regulations for the entire organization to abide by. In addition, all subunits need to be equally treated in terms of treatment and rewards. Sport organizations are naturally informal and cannot hope to become more formalized without some form of task interdependence. Increased communication and interdependence between subunits will ensure successful programs, events, and performances specifically for sport organizations. Relationships within a sport organization will also affect the level conflict within the organization. As long power between the all constituents is equal and communication is open, day-to-day operation will run smoothly without any problems. As previously stated, conflict can also have positive effects on an organization including: maintaining a balance of power within the system and ensuring a reasonably equitable distribution of system resources (which is also one of the most significant factors that can increase the potential for conflict). Essentially, to an extent, conflict is something to be monitored and controlled but you should remember though it can create problems in an organization, it can also be beneficial.