ABSTRACT
Each of us has preferred behaviors that affect how we engage in conflict. Personality styles, such as those determined with a Myers-Briggs type style inventory, can determine if we are more inclined to be extroverted or introverted, more apt to use our senses over our intuition, whether we are more inclined to trust our feelings over thinking through problems, and whether we are more apt to see things in a clearly decided manner (judging) or would rather be open to new information and ideas (perceiving). Other style delineators, such as the Gregorc model, examines if we are more inclined toward behavior that is random rather than sequential, and whether we tend toward abstract thinking over concrete approaches. Our personality styles can shape conflict behaviors, no matter if those styles are preferred or subconsciously driven. Researchers have examined how individuals gravitate toward particular conflict styles. A common typology demonstrates five styles: avoidance, accommodation, competition, compromise, and collaboration. An awareness of the benefits and disadvantages to adopting a particular style in conflict is paramount in learning effective conflict management. No one style is inherently the right option. Conflict managers who develop their emotional intelligence learn to better interpret conflict situations and those involved. Sixteen characteristics of the emotionally intelligent person are presented. The role of transformation in conflict management is discussed.
