If there is no agreement yet at this stage, you may need to withdraw your role as mediator and impose as chief an outcome that is in the best interest of the organization. Be sure to explain your argument and make it clear that this is not your desired path. You could also point out that your goal of letting them work hard to resolve the dispute themselves was that they would be better equipped in the future and that this goal was not fully achieved. But don`t let them go and think that their relationship is doomed to failure. Give both comments on what they might do differently next time, and make it clear that you expect them to get by on their own if they start banging their heads again. The Interpersonal Conflict Questionnaire (Laursen, 1993) analysed daily discrepancies. A list of 34 topics of conflict (after Prince, Foster, Kent & O`Leary, 1979) asked participants to determine the number of disagreements on each topic that occurred on the previous day of the week with mothers, fathers, and best friends. Conflict was defined as disagreement: “You and someone else had a disagreement; You challenged something that someone else said or did, or someone challenged something you said or did; or you and someone have had an argument or argument. The frequency of conflict describes the number of disagreements reported with mothers (M = 2.51, SD = 3.2, range = 0-22), fathers (M = 1.04, SD = 2.1, zone = 0-20) and friends (M = 0.95, SD = 1.7, = 0-18). Collecting reports from the day before is an important way to reduce reaction distortions.
Participants in self-report surveys tend to deduce the importance of the reference period: short periods involve current and long-term experiences, which involve rare, emotionally charged events (Winkielman, Knäuper, & Schwarz, 1998). Longer recall delays also increase distortions related to relational representations (Feeney & Cassidy, 2003). The present study used a short reference period to increase the likelihood that all daily disagreements will be reported and to avoid problems that arise when frequency is confused with affective intensity (Laursen, Coy, & Collins, 1998). Previous reports of a sample of medium-to-fine youth showed moderate stability (r = 0.59) of daily conflicts over a 2-week period (Laursen & Koplas, 1995). As a result, the person may be tempted to offer customers “promotional gifts” such as expedited delivery to complete the sale. On the other hand, the remuneration of a transport manager can be based on the amount of money that the company saves on transit. In this case, the goal could be to eliminate expedited delivery, as this increases costs. The two will clash with heads until the company resolves the conflict by changing the compensation structure. . . .