Workplace conflicts may arise periodically between the two, but such events are considered anomalies in a relationship that is naturally inclined toward cooperation. Those who support this perspective consider that managers and employees have a common interest in the survival of their organization, so that when conflict arises, it is unlikely to manifest itself to the point of rendering it insolvent. The divisions that exist are believed to be the product of personality disorders, inappropriate hiring and promotion practices, dissident deviance, or poor communication. To ensure that such division does not impact the "natural order", it is believed that the rational management team must pay special attention to eliminating sources of potential conflict. (Fox, 1966) To this end, it must ensure that recruitment and promotion processes are fair and equitable, that communication systems are in place to alert employees of their interests, and that deviant individuals are suppressed or terminated. It must finally ensure that the organization is promoted among staff as the sole source of authority, with unions seen as competitors for employee commitment and cooperation, interfering with management's right to manage (Fidler, 1981 , p.p...