*9.2.2. Techniques*

The following conflict management techniques have been highlighted in the research approaches mentioned above and from related research on conflict management approaches, techniques, and skills. Techniques are not mutually exclusive and may have some overlapping concepts. Different techniques may be more appropriate based on conflict type (task, process, or relational), outcomes, timing, and the power position of interacting parties [44, 45, 54].

*9.2.2.5. Accommodation*

*9.2.2.6. Compromise*

favorably by the opposition [51].

*9.2.2.7. Authoritative command*

*9.2.2.8. Altering structural variables*

*9.2.2.9. Altering human variable*

*9.2.2.10. Expanding resources*

The opposite tactic to the competitive technique is accommodation. With this technique, one focuses on a low regard for self and a high regard for the opposing position [51, 52]. This technique is also referred to as obliging and can result in quick resolve and being viewed

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Compromise is similar to collaboration. The difference is that there is a high regard for self and opposing positions in the short-term, but not necessarily in the long-term [51, 52]. Compromise can also be termed bargaining or negotiating; [57, 67, 68]. It is often facilitated

Through this technique a formal authority dictates the solution [49]. Authoritative command can be viewed as forcing [57, 67] a win-lose scenario. This technique can be implemented by a

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].

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

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

through an exchange and giving up one demand to secure another [49].

leader, manager, group vote, arbitrator, court or other party [45, 49, 50].

system to communicate and clarify differences in cognition [67].

parties involved enables a high sense of satisfaction to everyone [49].
