# Teamwork Conflict Management Training and Conflict Resolution Practice via Large Language Models
## 3 Conceptual Framework  
There are different theoretical models that help researchers analyze how individuals approach and manage conflict. A traditional and widely accepted model, which also serves as the conceptual framework for this study, relates to the styles of managing interpersonal conflict as defined by [PERSON] (1975). Conflict management styles result from a combination of the interplay between (a) the concern for oneself and the degree of satisfaction of an individual's own concern, regarded as the level of assertiveness, and (b) the concern for others and the degree of notification of others' needs and concerns, regarded as the level of cooperativeness ([PERSON], 2017). By combining these two dimensions at different levels, five specific styles of conflict management or conflict handling emerge: avoiding, accommodating, compromising, competing, and collaborating ([PERSON], 2017). Figure 1 presents how the five conflict management styles relate to the level of assertiveness and cooperativeness.  
Avoiding, in the bottom left corner of Figure 1, is characterized by being non-assertive and uncooperative. In this style, an individual refrains from immediately addressing their own concerns or those of the other party involved in the conflict. Instead, they choose not to engage in the conflict directly. Being accommodating, in the bottom right corner of Figure 1, involves being non-assertive and uncooperative. In this style, an individual refrains from immediately addressing their own concerns or those of the other party involved in the conflict. Instead, they choose not to engage with the conflict directly. Compromising, in the center of Figure 1, lies midway between assertiveness and cooperativeness. Its aim is to reach a swift, mutually agreeable resolution that partly meets the needs of both parties. Positioned between competing and accommodating, compromising involves yielding more than competing but less than accommodating. It also tackles the issue more directly than avoiding it but does not delve into it as deeply as when being collaborative. Competing, in the top left corner of Figure 1, involves being assertive and not cooperative, focusing on power dynamics. In this style, an individual prioritizes their own interests over others', using any means necessary to achieve their goals, even if it means disadvantaging the other party. Collaborating, in the top right corner of Figure 1, involves combining assertiveness and cooperativeness. In this approach, individuals strive to collaborate with each other to discover a solution that completely addresses the concerns of both parties. It entails delving deeply into the issue to uncover the underlying interests of each individual and to identify an option that satisfies both sets of concerns. Collaboration involves engaging in discussions where parties learn from each other's perspectives, resolving potential  
Figure 1: Five conflict management styles.  
conflicts over resources, or actively seeking creative solutions to interpersonal issues through confrontation and dialogue.  
The implications of the conceptual framework for the learning design of the conflict management training and practice related to providing students with a set of strategies that would allow them to engage in more collaborative behaviors, thus balancing assertiveness and cooperativeness. The conceptual framework also informed the research design, as our goal also involved identifying the conflict management styles that the students' used to resolve the conflict posed in the practice component of the training and characterizing the strategies they used to approach the solution to (or resolve) the conflict.