Conflict is the incompatibility between two or more opinions, principles or interests and manifests through team situations as well as at the organisational and inter-organisational level, often having serious financial implications on projects if not managed adequately. The purpose of this paper is to highlight the drivers of conflict within the construction forum, as well as investigate the tools available for its management. These range from the more passive approaches of conflict avoidance and pre-contract negotiation techniques, through damage limitation models, including arbitration and mediation, to the hard line ultimatum of litigation. It is concluded that collaboration techniques such as partnering, which have become popular in recent times, are seen as having a huge benefit for reducing conflict and dispute within project organisations. These collaborations are especially beneficial in relieving the need for the more hard-line measures such as litigation, which often cause resentment within organisations.