Editing Negotiation (section)

=== Conflict styles ===
Kenneth W. Thomas identified five styles or responses to negotiation.<ref>{{cite journal|title=Conflict and conflict management: Reflections and update  |date=2006-11-21 |doi=10.1002/job.4030130307 |volume=13 |issue=3  |journal=Journal of Organizational Behavior |pages=265–274|last1=Thomas  |first1=Kenneth W  |hdl = 10945/40295|s2cid=145635552 |url=https://calhoun.nps.edu/bitstream/10945/40295/6/thomas_conflict_1992.pdf}}</ref><ref>Shell, R. G. (2006). ''Bargaining for advantage''. New York: Penguin Books.</ref> These five strategies have been frequently described in the literature and are based on the dual-concern model.<ref>{{cite journal | last1=Marks | first1=M | last2=Harold | first2=C | date=2011 | title= Who Asks and Who Receives in Salary Negotiation |journal= Journal of Organizational Behavior| volume=32 | issue=3 |pages = 371–394 | doi=10.1002/job.671}}</ref> The dual-concern model of [[conflict resolution]] is a perspective that assumes individuals' preferred method of dealing with conflict is based on two themes or dimensions:<ref>{{cite journal | last1=Sorenson | first1=R | last2=Morse | first2=E | last3=Savage | first3=G | date=1999 |  title=The Test of the Motivations Underlying Choice of Conflict Strategies in the Dual-Concern Model | journal=The International Journal of Conflict Management| volume=10 | pages=25–44 | doi=10.1108/eb022817 }}</ref>

# A concern for self (i.e., [[assertiveness]]), and
# A concern for others (i.e., [[empathy]]).

Based on this model, individuals balance their concern for personal needs and interests with the needs and interests of others. The following five styles can be used based on individuals' preferences, depending on their pro-self or pro-social goals. These styles can change over time, and individuals can have strong dispositions toward numerous styles.

{{glossary}}
{{term|1=Accommodating}}
{{defn|1=Individuals who enjoy solving the other party's problems and preserving personal relationships.
         Accommodators are sensitive to the emotional states, body language, and verbal signals of the other parties.
         They can, however, feel taken advantage of in situations when the other party places little emphasis on the relationship. Accommodation is a passive but prosocial approach to conflict. People solve both large and small conflicts by giving in to the demands of others. Sometimes, they yield because they realize that their position is in error, so they agree with the viewpoint adopted by others. In other cases, however, they may withdraw their demands without really being convinced that the other side is correct, but for the sake of group unity or in the interest of time—they withdraw all complaints. Thus, yielding can reflect either genuine conversion or superficial compliance.}}
{{term|1=Avoiding}}
{{defn|1=Individuals who do not like to negotiate and do not do it unless warranted.
         When negotiating, avoiders tend to defer and dodge the confrontational aspects of negotiating; however, they may be perceived as tactful and diplomatic. Inaction is a passive means of dealing with disputes. Those who avoid conflicts adopt a "wait and see" attitude, hoping that problems will solve themselves. Avoiders often tolerate conflicts, allowing them to simmer without doing anything to minimize them. Rather than openly discussing disagreements, people who rely on avoidance change the subject, skip meetings, or even leave the group altogether (Bayazit & Mannix, 2003). Sometimes they simply agree to disagree (a modus vivendi).}}
{{term|1=[[Collaboration|Collaborating]]}}
{{defn|1=Individuals who enjoy negotiations that involve solving tough problems in creative ways.
         Collaborators are good at using negotiations to understand the concerns and interests of the other parties.
         Collaborating is an active, pro-social, and pro-self approach to conflict resolution.It is a cooperative approach. Collaborating people identify the issues underlying the dispute and then work together to identify a solution that is satisfying to both sides.Here,goals are important, but so is maintaining positive relationships.<ref>{{cite web | url=https://online.hbs.edu/blog/post/strategies-for-conflict-resolution-in-the-workplace | title=5 Strategies for Conflict Resolution in the Workplace | date=7 September 2023 }}</ref> This orientation, which is also described as collaboration, problem solving, or a win-win orientation entreats both sides in the dispute to consider their opponent's outcomes as well as their own<ref>{{Cite book|title=Group dynamics|last=Forsyth|first=David|publisher=Wadsworth Pub Co.|year=2009|pages=379–409}}</ref>}}
{{term|1=[[Competition|Competing]]}}
{{defn|1=Individuals who enjoy negotiations because they present an opportunity to win something.
         Competitive negotiators have strong instincts for all aspects of negotiating and are often strategic.
         Because their style can dominate the bargaining process, competitive negotiators often neglect the importance of relationships. Competing is an active, pro-self means of dealing with conflict that involves forcing others to accept one's view. Those who use this strategy tend to see conflict as a win-lose situation and so use competitive, powerful tactics to intimidate others. Fighting (forcing, dominating, or contending) can take many forms, including authoritative mandate, challenges, arguing, insults, accusations, complaining, vengeance, and even physical violence (Morrill, 1995). These conflict resolution methods are all contentious ones because they involve imposing one's solution on the other party.}}
{{term|1=Compromising}}
{{defn|1=Individuals who are eager to close the deal by doing what is fair and equal for all parties involved in the negotiation.
         Compromisers can be useful when there is limited time to complete the deal; however, compromisers often unnecessarily rush the negotiation process and make concessions too quickly.}}
{{glossary end}}