**4. Resolution skills**

The importance of managers' conflicts resolution skills has received much attention in organization theory. It is not difficult to understand why this is the case: managers not only have crucial relational roles, which are sometimes described as the glue that holds organizations together [28]. They are also driving forces in strategic work. Managers have a special responsibility for achieving overall goals through dedicated and motivated employees [6, 12, 22]. These goals can only be achieved if managers have both a proactive and a reactive focus on conflict resolution. Having such a focus is so important that it is often formally specified as a requirement for managers, and it always falls informally under their responsibility and role as managers.

In analyses of this responsibility, managers' ability to resolve conflicts has often been understood as their use of handling style. Five different handling styles have received particular attention in conflict resolution theory: integrating, obliging, dominating, avoiding and compromising [1]. These four strategies correspond to managers' attitudes and how they confront conflicts with attitudes that correspond to the resolutions strategies [4, 8, 11].

The focus on conflict-handling styles in the literature is understandable, but focusing too much on this involves a danger: how successfully managers resolve a specific conflict will depend not only on their attitude to relational aspects of the conflict but also on its content. In other words, it is not only knowledge of how a conflict can be addressed by using handling styles but also the underlying nature of the conflict in question that should guide managers' choice of actions. By transcending the complex surface of a conflict situation and identifying the deep structure as one or several conflict types, it is easier to determine how the conflict should be resolved.
