Managers and dispute resolution professionals find themselves increasingly involved in the management of conflicts that have significant legal and performance implications for their organizations. In this context, constructive conflict management practices have gained considerable currency. There is, however, one kind of dispute that these practices leave unaddressed: disputes that arise out of, or are complicated by, social diversity. As new social groups enter the work force and move up in organizations, conflicts rooted in class, gender, race, and ethnicity have become more prominent. Existing discourses of organizational conflict management mask such conflicts, dealing with them in ways that are not constructive for all parties considered. An ideology of meritocracy in organizations privileging individual accounts of success, an absence of collective identity by groups, and differential access to power and influence keep disputes that arise from diversity from being heard on those terms. Some approaches are suggested to help organizations deal constructively—for all—with conflicts that have their bases in social divers