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Approaches to Managing and Resolving Conflict 11 • Interdependent and must rely on the cooperation of one an- other in order to meet their goals or satisfy their interests. • Able to influence one another and can undertake or prevent actions that can either harm or reward. • Pressured by deadlines and time constraints and share an im- petus for early settlement. • Aware that alternative procedures and outcomes to a nego- tiated settlement do not appear as viable or desirable as a bargain that they reach themselves. • Able to identify the critical primary parties and involve them in the problem-solving process. • Able to identify and agree on the issues in dispute. • In a situation in which the interests of the parties are not en- tirely incompatible. • Influenced by external constraints, such as unpredictability of a judicial decision, potentially angry patients or staff, costs of establishing a new practice, and expenses of recruit- ing anew physician, that encourage them to reach a nego- tiated settlement. The above conditions are critical to successful negotia- tion. However, Singson and Whittamore's relationship also con- tains elements that will make negotiations on their own ex- tremely difficult. To overcome these problems, they need a mediator. A mediator may be called into negotiations when • The emotions of the parties are intense and are preventing a settlement. • Communication between the parties is poor in either quan- tity or quality and the parties cannot change the situation on their own. • Misperceptions or stereotypes are hindering productive ex- changes. • Repetitive negative behaviors are creating barriers. • There are serious disagreements over data-what information is important, how it is to be collected, and how it will be evaluated. • There are multiple issues in dispute and the parties disagree about the order and combination in which they should be addressed.