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it: The intuitionalist: Opponents-intuitionalists - Make so that your colleague was exact and did not come off a reality. - Try to penetrate into sense told and conclusions from it. - Avoid such abusing details behind which you will lose sight of the general prospect. - Recognise that both of you are inclined to ignore the facts or to manipulate them for a substantiation of the position. - If you disperse in perception of business, stop dispute and «synchronise watches» before passions will reach a limit. - In every way aspire not to come off present realities, to be exact and to think practically.The logician: it: Opponents-logicians - Know, when you should to cease analyze and compete. - Recognise that both of you have emotions and that your disagreements can lead to insults. - Remember that to lose disputes — in the nature of things: the lost dispute not a doomsday. - Try to remember, what not all criticism is addressed in your address. - Defend the position; formulate the point of view and try to save objectivity. - Try to speak "excuse" and «you are right» not too often. Disagreement — in the nature of things, and it at all accident.
The logician: it: Opponents-ethics - Remember that everything that you will tell, can be apprehended as personal insult even if you were not going to anybody to offend. - Remember that, if you sincerely wish to apologise, it is very useful to make it. - During the conflict try to find out the human qualities. - Recognise a conflict reality: occupy a hard line and do not descend from it. - Do not aspire to hand over a position at the first stage only for the sake of the consent. - Remember that the conflict can give you positive experience and to something to learn.
it: it: Opponents-ratsionaly - Remember that conflicts cannot pass under the schedule, and here to plan their decision it is possible. - Put questions, and then plan time later to solve them. - If the problem is not solved yet, avoid the forced aspiration to definiteness. - Admit that fact that your opponent at all so is annoyed, as it seems as he said. - If the decision is favourable only to someone to one, search for alternatives. - Operate quickly: put a problem which is in the basis of the conflict, and leave the conflict that then to return to it and to solve this problem.
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