The concept of dispute settlement and its processes can be seen as assisted continuation of negotiation and related to conflict - they are an intervention process and adjunct to collective bargaining (Rowley, 2002a; 2002b). From a unitary perspective dispute settlement may be viewed as irrelevant (Rowley, 2001a; 2001b). However, one inherent outcome of managing people from a pluralist (or radical) perspective, is conflict (Rowley, 2002c). Of course, there can be a range of conflict types, but here we are more concerned with the more formal and visible forms. Once this type of conflict, leading to a dispute, occurs, then some sort of settlement and resolution will be needed.