The compromise is not necessarily intended to make all parties happy or result in a decision that makes the most business sense, but rather ensures the decision is just and equitable, even if it causes a loss for both parties. Power is defined by what one party can coerce or get the other to give up. To split the difference, game-playing can result in an outcome that is less creative and ideal. Avoiders deliberately ignore or withdraw from a conflict rather than face it. Avoiders do not seem to care about their issue or the issues of others.

If clashing personalities are the root cause of a lot of your team’s problems, work on being more aware of the differences in how you view a situation. It is better to speak in “I” language, as opposed to “you” language to avoid the other person feeling attacked. The Thomas-Kilmann Instrument is designed to measure a person’s behavior in conflict situations. “Conflict situations” are those in which the concerns of two people appear to be incompatible. Just because a solution has been identified and addressed doesn’t mean it will just go away. As a manager, it’s your responsibility to check in with both parties to ensure that the conflict has truly been dealt with, and that the steps identified to reach a solution are being followed.

Five Approaches to Conflict in the Workplace

However, it can become competitive – “I am nicer than you are” – and may result in reduced creativity and increased power imbalances. Competitors come across as aggressive, autocratic, confrontational and intimidating. A competitive style is an attempt to gain power and pressure a change. Since you patiently listen to what others say on an issue and quickly push off negative options, you probably prefer a Compromising style. Since you like to keep the peace and end conflicts prematurely at times, you might take on an Avoiding style. By using an Avoiding style, you can give yourself more time to prepare for the issue before diving in. An Avoiding style is a low-stress approach when the conflict seems trivial, but withdrawing from conflict could be interpreted as agreement with the opposing side.

As an effective business communicator, you know all too well to consider the context and climate of the communication interaction when approaching the delicate subject of evaluations or criticism. Choose one outside the common space where there may be many observers. By providing a space free of interruption, you are displaying respect for the individual and the information. Is communication in which one person attributes something to the other using generalizations. Nicki is likely to respond defensively, perhaps saying, “You don’t know how I’m feeling! ” One-upping and mindreading are often reactions that are more reflexive than deliberate.

History of the Approach-Approach Conflict

In this case, they didn’t make the conflict personal but focused on the situation and came up with a solution that may end up saving them money. The disadvantage is that this style is often time-consuming, and only one person may be willing to use this approach while the other person is eager to compete to meet their goals or willing to accommodate. When we compete, how to deal with someone who avoids conflict we are striving to “win” the conflict, potentially at the expense or “loss” of the other person. One way we may gauge our win is by being granted or taking concessions from the other person. For example, if D’Shaun gives Casey extra money behind Rosa’s back, he is taking an indirect competitive route resulting in a “win” for him because he got his way.

For example, you may highly rank the instrumental goal of having a clean house, or the relational goal of having pleasant interactions with your roommate, or the self-presentation goal of appearing nice and cooperative. Whether your roommate is your best friend from high school or a stranger the school matched you up with could determine the importance of your relational and self-presentation goals.

Approach-Approach Conflict: Concept and Examples

Consequently, forgiveness is viewed as a more productive means of dealing with the transgression along with engaging the one who committed the transgression. In mainstream U.S. culture, eye contact is a signal that you are listening and paying attention to the person speaking. Take notes, nod your head, or lean forward to display interest and listening.

One must be aware of the tone and volume of voice to ensure that the environment remains respectful. Expressions of empathy such as “that sounds really difficult” are helpful in setting the tone and encouragement of information sharing. Listening skills are one of the primary skills to be developed when working on one’s ability to manage conflict. Mirroring is a tool to encourage the speaker to continue or offer more information when they seem reluctant. The technique involves statements about what you are observing (e.g., you seem down today) in the other person and then asking a question.

Unmanaged Emotions

There are specific facework strategies for different conflict management styles, and these strategies correspond to self-face concerns or other-face concerns. Research has shown that the accommodating style is more likely to occur when there are time restraints and less likely to occur when someone does not want to appear weak (Cai & Fink, 2002).

• I’d like to say that John and Iris ended up being great friends and continued to work together in harmony for many years, but that wasn’t the case.
• Gamlem emphasized the importance of creating a culture where people really listen to each other.
• If there are negative consequences such as missed events or obligations people tend fault and accuse one another which adds negative emotions to the situation.
• Regardless, give yourself a clear overview of all the positive and negative consequences beforehand.
• Whether you’ve got a partner who’s conflict avoidant or you’re dealing with your own conflict avoidance, I’ll walk you through my best tips for dealing with it.
• Each of the conflict resolution strategies above involves different degrees of assertiveness and cooperativeness.