Here is an exerpt from the CIAO regarding their peacekeeping dispute resolution. </font><blockquote><div id="quote"><font class="small">Quote:</font>
1. An introduction to conflict and its resolution

The key principles identified are:

Conflict is inevitable and pervasive. Some conflict can be eliminated, some can be minimised, some needs to be managed.

Conflict is essentially based in perceptions (rather than reality) and feelings (rather than facts). It can only be resolved by dealing with perceptions and feelings.

There is no simple formula which makes conflict go away but there are approaches which can minimise the destructive effects of conflict and maximise the possibility of resolution.

There are some common negative responses to conflict which maximise its destructive effects.

Stress increases the risk of destructive conflict which, in turn, increases the level of stress; therefore effective stress management is an integral part of conflict resolution.

Most conflict is predictable. The most effective approach to conflict involves predicting and preparing for the conflict.

A flexible, adaptive, collaborative approach to conflict is generally more effective: this can move to a more directive or even coercive approach where necessary.

A collaborative, co-operative approach should usually be attempted initially; assuming co-operation will often promote it. The level of approach can be heightened (and quickly) if co-operation fails. Direct confrontation (including threat) usually provokes an aggressive response and should be avoided where possible.

The effective resolution of conflict almost inevitably requires talking about it—preferably with the person or people involved.

Not all conflicts can be externally resolved, and therefore effective internal (or intra-personal) techniques of resolution may be necessary. These may include stress management, peer support, counselling or therapy.
As a simple summary:

Recognise that conflict is inevitable—and not necessarily destructive

Predict and prepare for the conflict

Identify resources or training or strategies which may assist in eliminating, minimising or managing the conflict

Analyse and plan for resolution where possible

Reflect on the effects of the conflict—including how it feels

Recognise the impact of the conflict: plan for recovery

Talk it through—collaboratively where possible, exploring perceptions and feelings

Take a collaborative approach initially—turn up the heat only where necessary, and then as gradually as possible

Recognise that some conflict becomes self-perpetuating: talking it through with others who are not involved can help

Recognise that some conflict cannot be externally resolved: it is necessary to develop strategies for management and healthy survival
Participants are encouraged to consider how some of these principles may be difficult to apply in the military context (for example, expression of feelings) and to explore options for overcoming such difficulties.

Similarly, participants are introduced to the most common negative responses to conflict. These are:

Denial (e.g., suppression, repression, blocking)

Withdrawal (physically, emotionally, psychologically)

Submission (e.g., with resentment, anxiety or depression)

Immobilisation (e.g., freezing)

Displacement (e.g., into family)

Internalisation (e.g., self blame, guilt, anxiety)

Projection (e.g., blame of others, enmification)

Addictive behaviour (e.g., obsessional thought)

Drugs and alcohol

Violence (threat or coercion: physical or psychological

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[b]AND here is another useful accounting of styles:

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Conflict Styles
Avoid
(Run away.) You completely withdraw from the conflict, as if it doesn't exist.

Accommodate
(I give up, let's do it your way.) You put aside your goals and basically give in, although inside you are frustrated and angry.

Force
(My way or the highway.) You force your point until the other party eventually gives up.

Compromise
(Meet you in the middle.) You give up something and so does the investor, but neither of you is totally satisfied.

Collaborate
(Let's do it together.) You and the investor work together to find a solution that satisfies both of you.


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I take this moment to remind everyone that though the majority of members here are from USA, not all are. Dispute resolution approaches vary in many countries.
TC!