This short publication provides a process for managing conflict among managerial peers. It focuses more on conflicts among managers that involve personal values, office politics, power struggles, and emotional reactions than on conflicts that arise from incompatible goals or from different views on how to accomplish a task. The process described in this publication attempts not to eliminate conflict among managers, but to help managers build effective relationships that will survive the inevitable peer conflicts that occur within an organization. The process involves a self-examination of three key issues that cause clashes among managers: (1) the emotional "hot buttons" that trigger ineffective behaviors and make conflict difficult to manage; (2) personal values and how those values might conflict with those of one's peers; and (3) one's power, which includes expertise and influence, within the organization and how to use that power to manage conflict. The publication contains action steps and tools for managing conflict, including a list of suggested readings, a conflict-resolution worksheet, a set of flash cards to help identify personal values, and a performance-support tool to help identify one's hot buttons. (WFA)