Apathy: Apathy is situated at the opposite pole from love, but they are somehow similar in the meaning that they are seldom found in the workplace. The modern working environment tries to resolve such issues and find solutions to remove such strong feelings. In the given situation, it could be said that the friend of the dissatisfied employee manifested apathy towards the management. These feelings were however of short duration, based on the impulse of supporting a and also on previous negative experiences with the manager.

3. Aggression

Aggression towards the other: In the current scenario, most of the aggressive behavior was revealed by the supporting friend B. However he did not become involved in direct disputes, he would reveal flashes of anger directed at the manager, during which he would badmouth him.

Confrontation: A direct confrontation was avoided by all three parties. A was frustrated and felt that he deserved the raise. Having to ask for it made him feel unappreciated and humiliated. Therefore, he avoided a direct discussion with the manager on the topic. B was not directly involved in the dispute, therefore he did not feel it was his battle and consequently, he did not see the need to directly address the manager (this would however been preferred to the badmouthing behind his back). The manager was troubled with organizational matters and he did not realize the gravity of the situation; therefore, he did not see the need for a confrontation.

Self-flagellation: Self-flagellation occurred when employee a renounced the hope of receiving a raise. B encouraged him to talk to the management, but he refused and preferred to consider himself victimized....

Flight
Escape: Escaping the situation could have materialized in the search for another job, where a would feel better appreciated and he would not have to deal with the manager who had disconsidered him. However, this did not happen.

Humour: A humorous approach to the presented scenario only limitedly occurred, in that the bad mouthing of the manager by employee B. would sometimes be done in the form of jokes that amused the other employees.

Withdrawal: This is the feeling that employee a experienced at the end of the situation created. Instead of entering a confrontation with the manager or escaping by changing jobs, he chose to withdraw. He maintained his position, but he ended fruitful communications and relations with the manager and most of his colleagues. He created an inner reality of his own and withdrew in it.

The twelve steps of the framework for interpersonal process and strategy are not the ultimate guide for human interactions, but they can offer a clearer understanding of the response and approach that should be implemented based on the behavior manifested by an individual. The controlling employee and the affectionate employee will be guided by different values. Therefore, they must be presented with different incentives and problem resolutions.