The workers and American went through a strike in 1997. The second stage is perception of conflict where substantive or emotional differences are sensed. For American, this was in 1998 when the American union found that the management was placing more passengers on Canadian Airlines with which they had entered into an agreement under ‘OneWorld’ than was agreed upon with the union members and the pilots protested by stepping away from volunteering overtime hours. The third stage is described as situation where the need to act becomes paramount. For American, this was highlighted by the clash in 1999 where American integrated RenoAir without closing the deal with the union members. This led to a deliberate attempt by pilots to halt work as they called in sick and went on a strike lasting for ten days. This created a breeding ground for further agitation and dissatisfaction. The union claimed that the company was slowing down the integration process so that they could continue paying Renopilots at previous wages which were less than those paid to American pilots. The fourth stage is that of conflict resolution/suppression and the aftermath. This was manifest in the American case when the airline suffered huge losses from the strike and brought a suit in court. U.S. District Judge Joe Kendall of Dallas issued a temporary restraining order against the union and held two of its leaders in contempt for reinforcing the protest. Eventually, the strike ended and work was resumed.
The direct conflict management techniques are embedded in the acts of assertiveness and cooperativeness. The former is the attempt to satisfy one’s own concerns by expressing while the latter is to satisfy the concerns of the other party. The example of the workers agreeing to labor concessions and overtimes during difficult times of low profits or acceding to