| name | conflict-resolution |
| description | Conflict resolution strategies and mediation techniques for interpersonal and group communication. Covers conflict styles (Thomas-Kilmann model), interest-based negotiation (Fisher and Ury), de-escalation techniques, mediation process, restorative practices, workplace conflict, and cross-cultural conflict norms. Use when mediating disputes, analyzing conflict dynamics, preparing for difficult conversations, or building conflict-competent communication cultures. |
| type | skill |
| category | communication |
| status | stable |
| origin | tibsfox |
| modified | false |
| first_seen | "2026-04-11T00:00:00.000Z" |
| first_path | examples/skills/communication/conflict-resolution/SKILL.md |
| superseded_by | null |
Conflict Resolution
Conflict is an expressed struggle between interdependent parties who perceive incompatible goals, scarce resources, or interference from the other party. It is not inherently destructive -- unresolved conflict is destructive. Well-managed conflict surfaces problems, generates creative solutions, strengthens relationships, and drives organizational learning. This skill covers the frameworks, techniques, and practices that transform conflict from a destructive force into a productive one.
Agent affinity: freire (dialogical conflict resolution and power-aware mediation), tannen (understanding how conversational style differences create and escalate conflict)
Concept IDs: comm-respectful-disagreement, comm-consensus-building, comm-facilitated-discussion, comm-intercultural-communication
Conflict Styles (Thomas-Kilmann, 1974)
The Thomas-Kilmann model maps conflict behavior along two dimensions: assertiveness (concern for your own interests) and cooperativeness (concern for the other party's interests).
| Style | Assertiveness | Cooperativeness | Best when | Worst when |
|---|
| Competing | High | Low | Emergencies, protecting rights, when you know you're right and speed matters | Relationships matter, the other party has valid concerns |
| Accommodating | Low | High | The issue matters more to them, preserving the relationship is paramount | Your core interests are at stake, sets a pattern of giving in |
| Avoiding | Low | Low | The issue is trivial, emotions are too hot for productive discussion, more information is needed | The issue will grow if ignored, others depend on resolution |
| Compromising | Moderate | Moderate | Time pressure, roughly equal power, a temporary settlement is acceptable | An integrative solution is possible but compromise leaves value on the table |
| Collaborating | High | High | Important issues, ongoing relationships, time for creative problem-solving | The issue is trivial, time is critically short |
No style is always correct. Conflict competence means choosing the appropriate style for the situation and being able to execute all five.
Interest-Based Negotiation (Fisher & Ury, 1981)
