Richard Walton and Robert McKersie’s A Behavioral Theory of Labor Negotiations has influenced generations of scholars who have studied conflict resolution and negotiations, as well as countless negotiation practitioners (Walton and McKersie 1991; for an assessment of Walton and McKersie’s influence on research and practice, see Kochan and Lipsky 2003). In this article, we extend Walton and McKersie’s theory, which focused on the negotiations between unions and employers, to consider its implications for the strategic choices made by organizations as they develop conflict management policies.We begin by discussing Walton and McKersie’s influence on the language that both scholars and practitioners use to describe not only negotiating behavior but also the strategies organizations pursue to manage workplace conflict.