Ethics of Conflict Management The culture of organization, especially its ethical component, has a strong impact upon success of conflict resolution policies and practices. While corporate ethics and dispute resolution programmes are often viewed as separate organizational strategies, it is important to address them in a holistic manner. This approach typically addresses a wide range of conflicts, such as workplace disputes (for example, harassment, discrimination, clash of individual interests), disputes with external stakeholders (for example, suppliers and customers) and disputes with regulatory agencies. Although it is impossible to develop a single conflict resolution matrix, a company should work specific policies and procedures of conflict resolution, as well as introduce management and employees training programs (Walker & Deavel, 2008). The organizational conflict literature has identified three common forms of conflict: relationship conflict or affective conflict, task or cognitive conflict and process conflict (Panteli & Sockalingam, 2005). . Relationship conflict in the workplace is related to differences in personality, character, style, etc. People of different background with different attitudes towards things are often thrown together and must try to get along. Task conflict involves issues related to employees' work assignments, differences of opinion on procedures and policies, interpretation of situation, etc. Process conflict refers work procedures. (Moreno et al., 2009).Researchers have defined particular steps in ethical conflict management: identification of conflict type, context, personal conflicting style, working out and applying conflict solution guidelines. One of the problems closely related to conflict management is the one of workplace harassment. Harassment can be defined as unwelcomed conduct in the. It can be based on race, colour, religion, gender, national origin, age, or disability. From the legal point, harassment becomes unlawful in two occasions: when the inappropriate conduct becomes a condition for employment, or when the conduct creates intimidating, hostile, or abusive work environment (Hejase, 2015). Recent (2019) sexual harassment scandals involving Hollywood producer Harvey Weinstein have brought forward this type of harassment, that can appear in the form of gender-based (nonsexual) comments and behaviours in order to demean women, unwanted sexual attention (verbal or physical), coercion or forcing employees into unwanted sexual activities against their will. Possible results of the sexual harassment in the workplace can be: hostile work environment, decreased productivity, feeling of dissatisfaction, distrust and disrespect, bad reputation and so on. The issue of the sexual harassment has been discussed also on the European level. Thus, European Parliament resolution of 26 October 2017 on combating sexual harassment and abuse in the EU states the principal equality of genders and that sexual violence and harassment in the workplace is a matter of health and safety and should be treated and prevented as such (European Parliament, 2017). If the conflict situation arises, then it is necessary to resolve the situation by taking into account positions of all parties involved, by activating ethical commissions, by developing conflict solution manual for the given company