October 7, 2025
by Holly Landis / October 7, 2025
We all have unique quirks, but wouldn’t everything be boring if we were all the same?
Working among people from different walks of life, whether that’s their backgrounds or skills, strengthens businesses, but it can also cause problems when people don’t see eye to eye.
No one likes arguments, especially at work, but sometimes they’re unavoidable. That’s where conflict management styles come in. Understanding how people, including yourself, approach difficult decisions can help keep conflicts to a minimum and result in a more productive outcome for everyone.
Conflict management involves skillfully handling disagreements to reach constructive, low-friction outcomes. It’s not about avoiding conflict, it’s about navigating it with calm, clarity, and collaboration. When done well, conflict management turns tension into teamwork and obstacles into opportunities.
Understanding how team members react to disputes is an important part of leadership for managers, as it ensures that everyone feels heard and supported, even when opinions differ.
Sometimes, a disagreement can be resolved simply by changing how the information is delivered. Using various employee communications software can allow teams to share important details in a way that works best for those involved in the conversation.
There are five main types of conflict management styles that individuals fall under. While there may be some elements of overlap, most people have a primary communication style that determines how they respond to conflict.
Individuals with an accommodating conflict management style are more focused on the needs of others over themselves. Typical expressions of this would be allowing others to make decisions and lead the discussion, or being easily persuaded to give in to different viewpoints.
Conflict-avoidant people will usually try to end a disagreement as quickly as possible. While this may look like an accommodating conflict style, avoiding goes one step further by not wanting to begin the discussion at all. Continually rescheduling meetings around the issue or trying to delegate to someone else on the team is how this conflict management style often appears in the workplace.
The compromising individual tries to find a middle ground and keep everyone happy. This can lead others in the team to feel dissatisfied because even though some of their ideas were successful, they weren’t fully accepted. However, for disputes that must come to some final conclusion, this conflict management style can be the most helpful in moving conversations forward.
Somewhat like compromising, collaborators want to find a solution that everyone is happy with. This is the most complete version of compromising, where every person involved is completely happy at the end. People with this conflict management style always look for a win-win scenario.
The competing conflict management style can come across as the most aggressive. People with this style are firm in their viewpoints and unwavering in disagreements — either you all agree to this person’s view, or the dispute will continue.
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It’s easy to think that any type of conflict is negative, but that’s not entirely true. Constructive discussion and debate are often necessary to move a project forward, and recognizing different conflict styles gives teams stronger dispute resolution strategies that lead to fairer, more complete outcomes
Whether you’re a business leader looking to effectively manage a team or an employee looking to work better with your colleagues, some of the benefits of understanding conflict management styles are:
While disagreements often feel daunting, they don't have to be destructive. Developing a few key skills can make all the difference in resolving disputes smoothly and turning friction into understanding. The following list outlines these important abilities.
Communication is arguably the most critical skill, going far beyond just talking. It's a combination of actively listening to fully understand the other's perspective without interruption, while also clearly and assertively stating your own needs and feelings, often using "I" statements. This must be balanced with a keen awareness of non-verbal cues, like tone of voice and body language, which can profoundly alter the meaning and reception of your words.
Emotional intelligence is simply being smart about feelings. It starts with recognizing your own emotions and how they might be affecting your view of the problem. It also means managing those feelings so you can stay calm and avoid reacting without thinking. The final piece is empathy – the ability to step into someone else's shoes and understand how they are feeling, which helps you connect with them and find a solution together.
Effective problem-solving means you stop blaming each other and start working as a team to fix the issue. First, try to figure out what the real, underlying problem is instead of just focusing on the surface-level disagreement. Next, brainstorm lots of different ideas to solve it without shooting anything down. Finally, talk through the pros and cons of the best ideas together to find a solution that works for everyone involved.
Negotiation is the give-and-take process of finding a solution you can both agree on. It starts with finding common ground and looking for any shared goals you both have that can be a starting point. From there, it requires a willingness to compromise, which simply means understanding that no one will get everything they wants and that you both need to be prepared to meet in the middle.
Knowing your style is just the start; mastering conflict takes strategy. Explore G2's conflict management strategies to handle disagreements with confidence and empathy.
Depending on the mix of conflict management styles in a team, disputes can be fairly harmoniously resolved, or they could end up in a stalemate for days or weeks. That’s why it’s helpful to know how to approach every disagreement before it even begins.
Even for those with a competing conflict management style, keeping conversations in a calm and collected tone will make everyone involved feel more comfortable. This is especially important if a complex topic or contentious point is raised.
While people may not agree with each other, remaining respectful of everyone’s viewpoint removes some of the stress and anxiety from the situation.
For managers, it’s important not to side with one individual or another when points are being raised. This can create unnecessary hostility for those whose thoughts are being rejected. Acting as a mediator in these disagreements can bring them to an end sooner and help reach a final outcome more efficiently.
Disputes can quickly stray from the real source of the problem when different conflict management styles are involved. Not only can this prolong arguments, but it can sometimes lead individuals to voice irrelevant opinions that could ultimately damage their relationships with their coworkers. This is particularly the case if team members frequently run up against each other and several issues are simmering under the surface.
Sticking to the facts and keeping both parties focused on the main issue and objectives is key to creating productive disagreements and finding satisfying resolutions. It may be necessary to bring others into the discussion, particularly if the dispute concerns a larger project involving multiple people. Not only will this keep the disagreement more focused on the pressing issue, but it can also help leaders get to the relevant details more quickly.
Each person involved in the dispute should have an equal amount of time to voice their opinions and provide their perspective on the situation. This may need to happen privately, between manager and employee, or this could be part of a group meeting where time is allocated to each team member.
Ultimately, everyone should be working towards the same outcome. Reminding employees of this overarching goal can help bring the bigger picture back into view and resolve some disputes more quickly when smaller points don’t look so important.
Learn how to build a system that fosters transparency and trust with G2's guide on internal communications strategy: how to plan in 7 easy steps.
Got more questions? Find the answers here.
Managers can observe patterns during disagreements; some employees quickly give in (accommodating), some avoid the discussion entirely, while others push strongly for their ideas (competing). Using performance reviews, one-on-one check-ins, and communication assessments can help leaders map out individual styles more accurately.
Self-assessments, personality tests, and reflecting on how you typically react to disagreements can reveal your primary style. Ask yourself: Do you avoid tough talks, push your viewpoint, or try to find middle ground? Tools like the Thomas-Kilmann Conflict Mode Instrument (TKI) can also help identify your default approach.
Yes. Training helps employees recognize their own style, understand their peers’ approaches, and practice strategies to navigate disagreements more constructively. Teams that undergo training often see higher trust, smoother communication, and reduced project delays.
Absolutely. Many HR systems and performance management tools include behavioral assessments that measure communication and conflict tendencies. Over time, managers can track whether employees shift from avoidance to collaboration or become more adaptable in their approach.
Employee communication platforms, project management tools with feedback features, and HR performance systems all help. Tools like Slack, Microsoft Teams, or specialized employee engagement platforms give space for clear, structured communication that reduces unnecessary conflict.
Externally, using the wrong style can harm trust. For example, being too competitive may alienate clients, while avoiding conflict can let small issues escalate. Collaboration and compromise are usually most effective for maintaining long-term partnerships.
Collaboration is ideal when the stakes are high and you need a win-win outcome, for example, resolving strategy disagreements that impact the entire business. Compromise works better for lower-stakes issues where speed is more important than perfection.
By training managers in conflict resolution, documenting disputes properly, and addressing issues early, businesses can reduce the chance of harassment claims, wrongful termination suits, or contract disputes escalating to legal action.
HR should step in if disputes involve policy violations, harassment, or recurring tensions that harm culture. Legal counsel becomes necessary when conflicts involve compliance issues, contracts, or risks that could result in litigation.
Arguments are inevitable when you’re working in a diverse team. But remember that diversity is also what makes the team great.
Finding ways to work well together in a respectful environment with open and honest communication is the key to ensuring that when disputes arise, those involved feel heard and a positive outcome can be reached.
Evaluate how well your team members are handling conflict and the impact this has on their work with performance management software for tracking employee progress and development.
This article was originally published in 2024. It has been updated with new information.
Holly Landis is a freelance writer for G2. She also specializes in being a digital marketing consultant, focusing in on-page SEO, copy, and content writing. She works with SMEs and creative businesses that want to be more intentional with their digital strategies and grow organically on channels they own. As a Brit now living in the USA, you'll usually find her drinking copious amounts of tea in her cherished Anne Boleyn mug while watching endless reruns of Parks and Rec.
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