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Note describes aspects of bargaining situations that point toward either collaborative or distributive bargaining strategies. Focuses on the nature of the issues, the relationship between the negotiators, and broader contextual factors, and how these variables influence the negotiation climate. Also describes tactics for bargaining effectively in mixed situations that call for both kinds of strategies.

Discusses the nature and dynamics of interpersonal conflict and suggests how to diagnose and manage a conflict situation. The perspective employed is that of an interested third party who wishes to intervene in the conflict to resolve or control it. Focuses on how to choose between resolution and control strategies, and suggests specific tactics for implementing each approach.

Provides a brief overview of the strengths and weaknesses of group problem solving and suggests criteria for when to use a group. Also, describes the three primary modes of conflict resolution (smoothing and avoidance; bargaining and forcing, problem solving) and discusses difficulties experienced by the members of interdepartmental groups. Can be used with cases on group and intergroup conflict.

Describes a number of simple techniques for planning and conducting management meetings.

Describes several principles for improving the effectiveness of internal task forces. Suggests a number of guidelines for starting up a task force, conducting the first meeting, managing the group's activities, and completing the project.