Your style or profile of negotiation can define whether you grind into a deadlock, or create value and with it an enduring relationship.
If not addressed directly, this dominant conflict style can act like a hidden virus in your cultural system, producing unhealthy team dynamics and undermining your core values.
Thomas and Kilmann’s styles are: Competitive (Forcing): People who tend towards a competitive style take a firm stand, and know what they want.
You can also think about your own instinctive approach, and learn how you need to change this to lead more effectively.
At your next team meeting, have an open conversation about the styles and talk about which styles show up most often on your team.
Each style is a way to meet one's needs in a dispute but may impact other people in different ways.
By understanding each style and its consequences, we may normalize the results of our behaviors in various situations.If we compromise, we may feel OK about the outcome, but still harbor resentments in the future.If we collaborate, we may not gain a better solution than a compromise might have yielded, but we are more likely to feel better about our chances for future understanding and goodwill.This person is not assertive but is highly cooperative.Accommodation is appropriate when the issues matter more to the other party, when peace is more valuable than winning, or when you want to be in a position to collect on this “favor” you gave.This is not to say, "Thou shalt collaborate" in a moralizing way, but to indicate the expected consequences of each approach: If we use a competing style, we might force the others to accept 'our' solution, but this acceptance may be accompanied by fear and resentment.