Decision-makers should attempt to resolve differences early before they escalate into more serious problems. They should therefore attempt to understand the issues from the perspectives of the key people involved, as well as taking advice, as appropriate, from operations committees / working groups, subject matter experts, legal counsel, etc. Decision-makers or their nominees should then propose treatment options to resolve the dispute. Although cure actions will largely depend on the nature / source of conflict, favoured outcomes may include, for example, re-arranging priorities, re-allocating resources, amending documentation and taking disciplinary action / imposing training on under-performing employees. Agreed outcomes could include progress review dates (e.g. monthly). If conflict remains unresolved, or if cure actions fail, dispute resolution specialists could be engaged (as specified under contractual agreements) to formally manage the determination process or reach a mutually beneficial outcome.