2. Conict begins with potential opposition or incompatibility. The transition in leadership from Don Schneider to Lofgren was relatively conict-free because the company did a good job of reducing the potential opposition or incompatibility. Six years before Lofgren even arrived at the company, Schneider was telling his board of directors how they needed to focus on finding a successor, already making plans for executive leadership. 'What this did was prepare the company for the change that Lofgren is initiating, making sure of clear communication that a change was going to occur and making sure the company was preparing for it. Also, Lofgren wasn't just thrown into leading the company. He worked at the company for six years as a vice president until being promoted to COD. As he was promoted and given the job of running the company, I would that people didn't have an utter hatred for him but may have actually liked him, which helped with the potential opposition or incompatibility that can be created from personal variables. I would argue that the biggest potential opposition or incompatibility would be in structure, from Don Schneider running the company to having an executive team running the company. However, the company prepared for it, and the executive team puts more people at the forefront of the action, so people were probably more willing to adapt to the new structure as they were essentially being promoted and given more power with their input