Navigating conflict on a weekly, if not daily, basis is a big part of my current role. Many of my personal conflicts stem directly from competing priorities - not enough time in the day and everyone wanting time. Tip number four, which discusses the importance of understanding your own triggers and needs (Williams, 1997), brings to mind a conflict that I am currently navigating between one of my Department Heads and his Division Officer. Each member sought me out individually regarding their working relationship. The Division Officer, who is Navy, feels that she is being micromanaged. The Department Head, who is Army, feels that she is a poor communicator, and he is constantly wondering how she spends her time. The normal military paradigm was - that if a senior and subordinate have a conflict, the problem is the subordinate. However, this is no longer a productive way of looking at the problem. After listening to each of them individually and then together, the solution ended up being the same for each. For the Department Head - identifying desired expectations and major tasks for leaders and communicating them in writing with clear timelines and suspense dates if indicated. Day-to-day tasks can continue to be passed via the weekly departmental meetings. For the Division Officer, I also recommended that she communicate with the Department Head in writing a typical schedule for daily operations and anything that would pull her away from official duties, such as leave, trainin