Five Conflict Resolution StylesAccording to Robin (2002), there are five conflict resolution styles: confronting compromise, collaborating, adapting, and avoiding. Identify which preference(s) you use most often among these resolution styles. Think about times you have interacted with styles other than your own. Once the differences between these styles are identified, they can be managed and the appropriate time to use them determined. Style 1. ConfrontThis approach directly addresses conflict and is often considered “might makes right” (Robin, 2002). . A confrontational style generally involves high emotional levels, clear goals, weak relationships, and low concern for formalities or fear of punishment, moderate concern for traditions, and moderate self-image.Style 2. CompromiseCompromise involves to negotiate and mutually give up something. to reach a settlement. It can be used to achieve a rapid resolution, while avoiding further escalation (Robin, 2002). Compromise typically involves high to moderate emotional levels, high to low competence levels, moderate clarity of both goals, moderate relationship status, a win-win attitude toward authority, moderate concern for traditions, and moderate fear of punishment.Style 3. CollaborateThis involves working together to generate win-win alternatives for solving problems (Robin, 2002). Collaboration involves high to moderate levels of competence of the parties, clear clarity of both goals, strong relationship status, a win-win attitude toward authority, low concern for formalities and traditions, and high self-esteem . Style 4. Adapt This involves listening and accepting without resistance. This style is characterized by repressed emotional levels, a high paper level that will be regretted later. The questioner: disputes all answers in a confrontational manner and continues to demand additional details. .• The appearance of reasonableness: appears reasonable while making impossible demands in an attempt to gain the opponent's trust while undermining them.• Divide and conquer: used when negotiating with a group to create dissension among adversaries so that they are distracted by internal considerations. disagreements rather than the problem in question. • The “idiot” negotiator: pretends not to understand the problem so that the opponent, or opponents, become so exasperated that he, or someone in the group, accidentally reveals information. and associates continually face conflicts in the workplace. Using the Five Conflict Resolution Styles and Knowing When to Use Them Makes Dispute Resolution Easier..