Editing Conflict resolution (section)

===Dual concern model===
The dual concern model of conflict resolution is a conceptual perspective that assumes individuals' preferred method of dealing with conflict is based on two underlying themes or dimensions: concern for self ([[assertiveness]]) and concern for others ([[empathy]]).<ref name=F/>

According to the model, group members balance their concern for satisfying personal needs and interests with their concern for satisfying the needs and interests of others in different ways. The intersection of these two dimensions ultimately leads individuals towards exhibiting different styles of conflict resolution.<ref>{{cite journal |last1=Goldfien |first1=Jeffrey H. |last2=Robbennolt |first2=Jennifer K. |date=2007 |title=What if the lawyers have their way? An empirical assessment of conflict strategies and attitudes toward mediation styles. |journal=Ohio State Journal on Dispute Resolution |volume=22 |issue=2 |pages=277–320 }}</ref> The dual model identifies five [[group conflict|conflict]] resolution styles or strategies that individuals may use depending on their dispositions toward pro-self or [[prosocial behavior|pro-social]] goals.
 
'''Avoidance conflict style'''
: Characterized by joking, changing or avoiding the topic, or even denying that a problem exists, the [[conflict avoidance]] style is used when an individual has withdrawn in dealing with the other party, when one is uncomfortable with conflict, or due to cultural contexts.<ref group=nb>For example, in Chinese culture, reasons for avoidance include sustaining a good mood, protecting the avoider, and other philosophical and spiritual reasonings (Feng and Wilson 2011).{{full citation needed|date=December 2014}}</ref> During conflict, these avoiders adopt a "wait and see" attitude, often allowing conflict to phase out on its own without any personal involvement.<ref name=J>{{cite journal |last1=Bayazit |first1=Mahmut |last2=Mannix |first2=Elizabeth A |date=2003 |title=Should I stay or should I go? Predicting team members intent to remain in the team.Placed there on purpose with unlieing motives. |journal=Small Group Research |volume=32 |issue=3 |pages=290–321 |doi=10.1177/1046496403034003002 |s2cid=144220387 }}</ref> By neglecting to address high-conflict situations, avoiders risk allowing problems to fester or spin out of control.

'''Accommodating conflict style'''
: In contrast, yielding, "accommodating", smoothing or [[thought suppression|suppression]] conflict styles are characterized by a high level of concern for others and a low level of concern for oneself. This passive pro-social approach emerges when individuals derive personal satisfaction from meeting the needs of others and have a general concern for maintaining stable, positive social relationships.<ref name=F/> When faced with conflict, individuals with an accommodating conflict style tend to harmonize into others' demands out of respect for the social relationship. With this sense of yielding to the conflict, individuals fall back to others' input instead of finding solutions with their own intellectual resolution.<ref>{{Cite journal|last=Morrison|first=Jeanne|date=2008|title=The relationship between emotional intelligence competencies and preferred conflict-handling styles|journal=Journal of Nursing Management|language=en|volume=16|issue=8|pages=974–983|doi=10.1111/j.1365-2834.2008.00876.x|pmid=19094110|issn=1365-2834|doi-access=free}}</ref>

'''Competitive conflict style'''
: The [[Competition|competitive]], "fighting" or forcing conflict style maximizes individual assertiveness (i.e., concern for self) and minimizes empathy (i.e., concern for others). Groups consisting of competitive members generally enjoy seeking domination over others, and typically see conflict as a "win or lose" predicament.<ref name=F/> Fighters tend to force others to accept their personal views by employing competitive power tactics (arguments, insults, accusations or even violence) that foster intimidation.<ref>{{cite book |last1=Morrill |first1=Calvin |year=1995 |title=The Executive Way: Conflict Management in Corporations |url=https://archive.org/details/executivewayconf00morr |location=Chicago, US |publisher=[[University of Chicago Press]] |isbn=978-0-226-53873-0 |lccn=94033344 }}</ref>

'''Conciliation conflict style'''
: The [[conciliation]], "compromising", bargaining or negotiation conflict style is typical of individuals who possess an intermediate level of concern for both personal and others' outcomes. Compromisers value fairness and, in doing so, anticipate mutual give-and-take interactions.<ref name=J/> By accepting some demands put forth by others, compromisers believe this agreeableness will encourage others to meet them halfway, thus promoting conflict resolution.<ref>{{cite journal |last1=Van de Vliert |first1=Evert |last2=Euwema |first2=Martin C. |date=1994 |title=Agreeableness and activeness as components of conflict behaviors. |journal=Journal of Personality and Social Psychology |volume=66 |issue=4 |pages=674–687 |doi=10.1037/0022-3514.66.4.674 |pmid=8189346 }}</ref> This conflict style can be considered an extension of both "yielding" and "cooperative" strategies.<ref name=F/>

'''Cooperation conflict style'''
: Characterized by an active concern for both pro-social and pro-self behavior, the [[cooperation]], integration, confrontation or problem-solving conflict style is typically used when an individual has elevated interests in their own outcomes as well as in the outcomes of others. During conflict, cooperators collaborate with others in an effort to find an amicable solution that satisfies all parties involved in the conflict. Individuals using this type of conflict style tend to be both highly assertive and highly empathetic.<ref name=J/> By seeing conflict as a creative opportunity, collaborators willingly invest time and resources into finding a "win-win" solution.<ref name=F/> According to the literature on conflict resolution, a cooperative conflict resolution style is recommended above all others. This resolution may be achieved by lowering the aggressor's guard while raising the ego.<ref>{{cite journal |last1=Sternberg |first1=Robert J. |last2=Dobson |first2=Diane M. |date=1987 |title=Resolving interpersonal conflicts: An analysis of stylistic consistency. |journal=[[Journal of Personality and Social Psychology]] |volume=52 |issue=4 |pages=794–812 |doi=10.1037/0022-3514.52.4.794 |issn=0022-3514 }}</ref><ref>{{cite journal |last1=Jarboe |first1=Susan C. |last2=Witteman |first2=Hal R. |date=1996 |title=Intragroup conflict management in task-oriented groups: The influence of problem sources and problem analyses. |journal=Small Group Research |volume=27 |issue=2 |pages=316–338 |doi=10.1177/1046496496272007 |s2cid=145442320 }}</ref>