Five Conflict Resolution Styles According to Robin (2002), there are five conflict resolution styles: dealing with compromise, collaborating, accommodating and avoiding. Identify the preferences you use most often among these resolution styles. Think about times you've interacted with styles different from your own. Once you identify the differences between these styles, you can manage them and determine the appropriateness of when to use them. Style 1. Confront This approach directly addresses conflict and is often seen as “might makes right” (Robin, 2002) . A conflict style usually involves high emotional levels, clear clarity of goals, weak relationships and little concern for formalities or fear of punishment, moderate concern for traditions, and a moderate self-concept. Style 2. CompromiseCompromise involves bargaining and mutually giving up something to reach an agreement. It can be used to achieve a quick resolution, preventing further escalation (Robin, 2002). Compromise usually involves high to moderate emotional levels, high to low ability levels, moderate clarity of both goals, moderate relationship status, win-win attitude toward authority, moderate concern for traditions, and moderate fear of punishment. Style 3. CollaborateThis involves working together to generate beneficial alternatives for solving problems (Robin, 2002). Collaboration involves high to moderate skill levels of the parties, clear clarity of both goals, strong relationship status, win-win attitude toward authority, little concern for formality and tradition, and a high self-concept. Style 4. Accommodating Involves listening and accepting. without resistance. This style is characterized by repressed emotional levels, a high... middle of the card... which he will later regret. • The Questioner: Challenges all answers in a confrontational manner and continues to ask for further details. • The Cloak of Reasonableness: Appears reasonable while making impossible demands in order to gain the opponent's trust by weakening them. • Divide and Conquer: Used when negotiates with a group to create dissent among adversaries so that adversaries are distracted by internal disagreements rather than the issue at hand. • The negotiator "acts stupid": pretends not to understand the issue so that the opponent, or opponents, will become so exasperated that he, or someone in the group, will accidentally reveal information. Conclusions Managers and employees continually face conflicts in the workplace. Using the five conflict resolution styles and knowing when to use them makes it easier to resolve differences.