Conflict is inevitable when people work together, but how we handle it makes all the difference. Organisations that use effective conflict resolution methods and conflict resolution strategies see improved performance, stronger teams, and healthier workplaces. In this blog, we’ll explore the five key styles of conflict resolution, show how they work in conflict resolution in workplace settings, and help you decide which conflict resolution style works best. Whether you’re a manager or a team member, developing conflict resolution skills for managers and teams can transform tension into opportunity.
Why “5 methods of conflict resolution you should know” matters
According to research using the Thomas‑Kilmann Conflict Mode Instrument (TKI) model, managers spend around one quarter of their time dealing with conflict in organisations.
By understanding distinct approaches to conflict—as part of your broader conflict management techniques—you’re better placed to apply the right method in the right moment.
The five methods of conflict resolution
Here are the five conflict management techniques based on the Thomas-Kilmann model. Each method offers a different balance of assertiveness and cooperativeness, making certain methods better suited for certain situations.
1. Avoiding
- Definition: Low assertiveness + low cooperativeness — you essentially sidestep or delay dealing with the conflict.
- When to use: The issue is minor, emotions are running high, and a cooling-off time is needed, or the cost of confrontation outweighs the benefit.
- Pros: Avoids escalation, gives space to reflect.
- Cons: The root problem may remain unresolved, leading to hidden resentment or recurring issues.
- Example in workplace: Two team members disagree, but their roles don’t overlap much — you might choose to monitor rather than intervene immediately.
2. Accommodating
- Definition: Low assertiveness + high cooperativeness — one party gives in to the other’s needs.
- When to use: The relationship is more important than the outcome, you recognise you may be wrong, or you want to build goodwill.
- Pros: Preserves harmony, builds trust.
- Cons: The accommodating party may feel undervalued if used too frequently, and their own needs can be neglected.
- Example: A department head allows a team member’s idea to go ahead to keep morale high, even though it’s not their preferred option.
3. Competing
- Definition: High assertiveness + low cooperativeness — you pursue your own concerns at the expense of others’.
- When to use: Quick, decisive action is needed; perhaps in crisis situations; when you believe strongly in your stance and the issue is non-negotiable.
- Pros: Fast resolution, clear direction, and shows leadership.
- Cons: Can damage relationships, create losers, and reduce buy-in.
- Example: In a crisis in a manufacturing plant, a manager insists on shutting a line down immediately despite objections, in order to avoid a safety catastrophe.
| FUN FACT
The Thomas-Kilmann model was developed in the 1970s as an adaptation of the managerial grid by Kenneth W. Thomas and Ralph H. Kilmann. |
4. Compromising
- Definition: Moderate assertiveness + moderate cooperativeness — both parties give up something to gain something.
- When to use: Time is limited, the issue is moderately important, and both parties are equally powerful and willing to negotiate.
- Pros: Offers a workable solution quickly, satisfactory for both sides.
- Cons: It may be only a partial solution (“half-win, half-lose”), and deeper issues may persist.
- Example: Two product teams each want a feature; they agree to include half now and the rest later.
5. Collaborating
- Definition: High assertiveness + high cooperativeness — you work together to find a solution that satisfies both parties’ concerns.
- When to use: Complex issues, long-term relationships matter, and you want creative and durable solutions.
- Pros: Builds stronger relationships, produces “win-win” outcomes, and has high ownership.
- Cons: Time-consuming, requires openness and trust.
- Example: Two departments negotiate a new workflow, discussing root causes of friction and designing a new joint process that meets both sets of concerns.
How to choose the right style in practice
- First ask: “avoid conflict or confront? conflict resolution style explained” — in other words, is now the moment for engagement or delay?
- Consider: Are relationships critical? Are the stakes high? Is time short?
- If stakes are low and time is short → perhaps Avoiding.
- If the relationship is critical and you value long-term trust → aim for collaboration.
- If you need a quick middle ground → Compromising.
- If you must act decisively and the outcome is non-negotiable → Competing.
- If you prioritise harmony over outcome → Accommodating.
- If stakes are low and time is short → perhaps Avoiding.
- Use your conflict management skills to assess: what’s the power balance? What’s the timeline? What’s the impact on team morale?
- In a team context, apply workplace conflict resolution methods to improve team performance by explicitly choosing the method rather than reacting unconsciously.
- For leadership, deploying appropriate conflict resolution strategies for leadership means modelling flexibility: leaders who default only to one style may be less effective overall.
Role of the model in your organisation
The TKI’s conflict styles model provides a structured way to reflect on how you and others handle conflict.
At HCIL, we offer services in leadership development and team performance enhancement — part of which includes training in interpersonal conflict resolution and equipping managers with effective conflict resolution capabilities. Organisations that build team members’ awareness of their preferred style—and the situation-appropriate style—gain in agility, culture, and outcome.
| FUN FACT
One survey noted 42% of workers experiencing workplace conflict felt exhausted “most of the time.” |
FAQs
Q: What are conflict resolution methods in simple terms?
A: They are distinct approaches you can take when disagreement arises—how you act (assertively or cooperatively) and what outcome you aim for (win-win, compromise, etc).
Q: Which conflict resolution style works best?
A: There is no one “best” style. The right style depends on the situation, stakes, time, relationship, and power dynamics. Using the right style at the right time is what matters.
Q: Can I always use the collaborating style?
A: While collaborating often yields strong results, it may not be practical when time is short, stakes are low, or one party is unwilling to engage. Then other methods may serve better.
Q: How do I build conflict resolution skills for managers and teams?
A: Start by raising awareness of preferred styles and training people to pause, assess the conflict context, and select an appropriate method—rather than defaulting unconsciously.
Q: What are conflict management techniques I can apply right now?
A: Example techniques: active listening; clarifying underlying need, not just positions; mapping assertiveness vs cooperativeness; implementing agreed-upon behaviour norms for conflict.
Conclusion
Developing and applying structured conflict resolution strategies and understanding the five methods means you’re less likely to be caught off-guard by conflict in your team or organisation. Whether you’re handling conflict resolution in workplace, nurturing leadership in conflict management techniques, or aiming for win-win conflict resolution, the five-method framework gives clear guidance and flexibility. At HCIL, we can help leaders and teams adopt these conflict resolution methods in practice so they become part of the culture, not just theory.