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Existing models of conflict resolution/management make assumptions regarding personal and relational variables which make them inappropriate for many important conflict situations. This study examined one such situation-conflict between supervisors and "difficult" subordinates. The authors discovered four patterns of difficult subordinate behavior-apparent compliance, relational leverage, alibis, and avoidance-which differ markedly from those assumed by most models of conflict resolution. These results are discussed with a particular view toward future research and theory building.