While it is commonly admitted that conflict is inevitable, differences are made by the way conflict is handled. Indeed, the interactions between employees and employers within enterprises can be cooperative and harmonious, or characterized by conflict and disruption. Even where relations are generally good, the very nature of employment relations suggests that some conflict is inevitable. Such conflict can, however, be managed within the workplace itself without third-party intervention, even though assistance from third parties may be accessed from time to time on a voluntary basis. The growing costs of conflicts and their impact on production processes and employee satisfaction have driven employers and workers' organizations to establish new strategies and tools for the prevention and management of labour disputes in the workplace. This includes but is not limited to early conflict resolution, recognition of the role of workers' representatives, joint design of dispute resolution system, workplace cooperation and effective grievance handling mechanisms.