Conflict situations present interaction partners with opportunities to behave cooperatively or competitively. Conflict templates (CTs) capture interaction partners’ perceptions of the relationships between their actions and outcomes. Study 1 investigated situational influences on CTs as well as the cross-situational consistency of CTs using a longitudinal diary design. Deal-making negotiation produced more competitive perceptions than dispute resolution, joint decision making, or naturally occurring social interactions. Study 2 investigated downstream consequences of CTs by having participants submit strategies for a tournament involving four types of situations. Each strategy was matched with all other submitted strategies in a series of repeated games for a total of over 12 million rounds. Cooperative perceptions significantly predicted economic performance in the tournament. We highlight the implications of the current findings for conflict management and resolution.
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