The job of operating a family-owned company is often grievously complicated by friction arising from rivalries involving a father and his son, brothers, or other family members who hold positions in the business, or at least derive income from it. Unless the principals face up to their feelings of hostility, the author says, the business will suffer and may even die. He offers some advice on how relatives can learn to live with their peculiar situation. But he concludes that the only real solution is to move toward professional management.