First, identify what the conflicts are. In other words, get the issues on the table, into the open. Talk about them freely. Second, decide how serious these conflicts are. Some partners feel that they aren't getting paid fairly relative to other partners.
Partners have widely differing views on retirement issues.
Partners simply don't trust each other. Most other conflicts can be overcome or at least minimized, so that the firm may continue to operate. Once conflicts have been identified and evaluated, they can be addressed and resolved with some or all of the following approaches. A consultant experienced in conflict resolution or a psychologist can be of great assistance. The partners should examine the extent to which they are better off as a firm than as separate, smaller entities.