![]() Accommodating negotiators typically will benefit from learning to express their needs and concerns. But when people consistently put others’ needs first, they are liable to experience resentment that builds up over time. Because they defer so often to others, negotiators who adopt an accommodating style can seem agreeable and easygoing. When we avoid conflict, we often allow problems to grow worse. An avoidant conflict style might at first appear to be the opposite of a competitive style, but in fact, it can be similarly obstructive. Because dealing with conflict directly can be highly uncomfortable, many of us prefer to avoid it. While value claiming is an important component of negotiation, a single-minded competitive orientation sacrifices value in the long run and perpetuates conflict. Rather than recognizing the value of ensuring that each party walks away satisfied, disputants focus narrowly on claiming as much as they can for themselves. When adopting a competing style, people view interpersonal conflict resolution as win-lose games. Based on people’s responses to pairs of statements, the instrument categorizes respondents into five different conflict styles: ![]() Kilmann introduced a questionnaire, the Thomas-Kilmann Conflict Mode Instrument, designed to measure people’s conflict styles. Negotiation and conflict-management research reveals how our differing conflict-management styles mesh with best practices in conflict resolution. People approach conflict differently, depending on their innate tendencies, their life experiences, and the demands of the moment.
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