*9.2.2.8. Altering structural variables*

Changing structure may be reflected in different group dynamics, roles, responsibilities, coordination tactics, new boundaries, or systems [45, 49]. This technique is closely associated with managing process related conflict [44, 45]. To execute this technique, a third-party may enable the change for better process or structure utilizing negotiations, arbitration, or mediation [58, 68].

#### *9.2.2.9. Altering human variable*

This technique is closely associated with relational conflict management [44, 45]. It involves using education, awareness, training, and other constructive means to change the attitudes of one or more conflicting parries, but may be the hardest to implement [49, 66]. Cognitive analysis, posited by [67], is part of this technique. Cognitive analysis recognizes that conflict resolution is based on human judgement, which can be inaccurate and inconsistent. Conclusions about an outcome on the surface can have deeper implications that are both different than what is expressed on the surface and hard to explain. This cognitive difference can be a source of team conflict through elicitation and representation [44, 67]. Cognitive analysis outlines a system to communicate and clarify differences in cognition [67].

#### *9.2.2.10. Expanding resources*

Expansion of resources may be the easiest technique to implement. If resources and means are available, making more of the scarce resource, that is causing the conflict, available to the parties involved enables a high sense of satisfaction to everyone [49].
