Most professional third parties working in the fields of conflict resolution, peace building and conflict settlement are themselves operating in some form of organisational context and function as members of a team in a large-scale organisation. Consequently, they are often subject to tensions and conflicts, which can impair their activity in the field. In a representative survey conducted in the Netherlands during 1984 (Glasl 1984), social workers throughout the country were questioned about conflicts in their organisational environment. The results show that the very individuals who regularly and successfully help their clients to solve ‚hot‘ conflicts (carried out openly and with great emotion) themselves suffer from many ‚cold‘ conflicts (expressed covertly) in their own organisations, and generally fail to deal with these in a professional manner. Instead, such conflicts are deflected or allowed to drag on, and have destructive ramifications on the client-related work in the field of conflict. In some cases, the stress of this situation can even lead to burn-out problems and retreat from this field of occupation. Protagonists in conflicts are also faced with similar stresses. It is for this reason that a proper understanding of conflict potential within teams and organisations is imperative. In this chapter, we will outline the most frequently observed potential sources of conflict, and then suggest some possible ways to utilise conflict transformation and resolution. After all, at least during the first three stages of escalation (Glasl 1999, 83ff), the affected parties can usually themselves undertake the work of conflict resolution with a good chance of success. It is only later that it becomes necessary for organisations to call in professional external assistance from conflict experts in order to deal with their own internal problems of conflict (Glasl 1999, 118ff).