When the question of adopting the avoiding style is raised to a group, members will avoid the actual conflict and become outside observers.By listening to the input on an observation basis, the group can gain invaluable feedback on emergent points of discussion, as well as team members' behaviours can hamper resolution.
De Dreu, (1997), Hocker & Wilmot, (1998) advocate that "avoiding is most often associated with negative substantive outcomes" and that issues which consider this style are not resolved ,and usually become more serious over time especially in case where there are strong relationships between parties strongly tied through feelings, emotions and actions.
In this regard if we consider avoiding in the short term, it can be concluded that it is the most dominating style compared to other styles.
In combination with other conflict behaviors such as competing, avoiding certain issues can undoubtedly contribute to effectiveness.
Authors high concern for self low c concern for others intermediate concern of both self and others high concern for self high c concern for others low concern for self low c concern for others low concern for self high concern for others Follet (1940) Domination Compromise Integration Avoidance Suppression Blake and Mouton (1964) Forcing Compromising Problem-Solving Withdrawing Smoothing Thomas and Kilmann (1974) Competing Compromising Collaborating Avoiding Accommodating Rahim and Bonoma (1979) Dominating Compromising Integrating Avoiding Obliging Putnam and Wilson (1982) Control Solution-oriented Non-confrontation Figure 2: shows an overview of the different conflict management styles developed by various authors.
Although there has been a plethora of research which has been conducted to drive the essence of the conflict management styles, it was observed that many of the derived styles have specific attributes or characteristics that set them apart to deal with a particular group of people or individuals posited more precisely by their behavioral conflict strategies (Follet 1940).