Q.2. You work for IT Solutions (ITS), a multinational consultancy with subsidiaries in more than 20 countries, and recently attended a meeting between representatives of the state offices. You were surprised when what you had expected to be a constructive discussion about synergies across the Australian branches, degenerated into an angry argument about a major potential client. At one stage you were worried that some of the participants might even become violent. Apparently, the New South Wales and Adelaide sales teams had both engaged in negotiations with the same company (Bloggs and Co) and, when they discovered this mutual interest, instead of joining forces, both subsidiaries tried to 'out bid the other, leading to major internal conflict. The end result was that Bloggs and Co chose to reject both ITS deals, disillusioned with the lack of cooperation demonstrated within a single organisation, choosing another firm altogether. Drawing on relevant theory from different areas of organisational behaviour, outline the possible reasons for such intra-organisational conflict and suggest a possible strategy that would help avoid such problems for ITS in the future