Field and experimental studies reaffirm the importance of social face in conflict in Asia. Affronts to social face were found to induce competition and closed-mindedness and result in disrupted relationships. However, social face concerns, when they were confirmed and participants felt respected, were found to contribute to cooperative goals, open-mindedness, learning, and integration of people and positions. Harmony in Asia may not simply be conflict avoidance, but implicitly include confirmation of face and a commitment to cooperative goals and mutually beneficial relationships. Then Asian managers and employees are able to use conflict to explore issues, create solutions, and strengthen collaboration.