Question: After working as a consultant for the "We Can Help You" firm for seven years, you recently received a promotion to manager. In this new role, you report to a partner and are responsible for various consulting teams. You now create these teams in collaboration with the partner. These teams typically consist of four to seven consultants with a senior consultant serving as the team leader. Teams are organized or adjusted as the client demands dictate. As a new manager, you are becoming increasingly aware of conflicts among team members and disputes between the teams and clients. What is the difference between a conflict and a dispute? What steps should you take to discover, in an accurate and efficient manner, the reasons conflicts and disputes exist? Should your consulting firm's contracts with employees contain a dispute resolution clause? What about the firm's consulting agreement with clients? If so, what system of dispute resolution should be included?