PERSONAL CONFLICT STYLE ASSIGNMENT 1
BRIEF: PERSONAL CONFLICT STYLE ASSIGNMENT
Edward L. Ford Jr
Department of Strategic Communications, Liberty University
COMS 560
Dr. John Katsion
November 15, 2025
Through completion of the personal conflict assessment provided by the United States
Institute of Peace, my conflict style results shows that I am more of a problem solver but that I
don’t tend to accommodate. My results show that I could benefit from being more of an
accommodator,
A. Executive Summary
The finding of my conflict style assessment done through the United States Institute of Peace
insists that I employ the following conflict style:
•91% Problem solver
•64% Compromiser
•50% Competer
•33% Avoider
•21% Accommodator
The above results didn’t come as a big surprise, although, the assessment revealing that I try
and avoid conflict 33% of the time came as a little surprise. I really didn’t see myself as someone
who looks to avoid conflict. I am usually the type of person who would take conflict head one
without any fear of the end results not playing in my favor and this is something that my friends
and family would say as well.
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Struggles
Some of the things I struggle with when addressing a conflict is accommodating others. The
United States Institute of Peace assessment results suggest that I am not good at accommodation.
When I feel like I have the answer, I will make it known and barley want to come to a common
ground with people. Fisher, Ury and Patton says, a major consequence of the “people problem: in
negotiations is that the parties’ relationship tends to become entangled with their discussions of
substance (Fisher, Ury & Patton n.d., p. 22). Basically, they are saying that negations aren’t as
efficient because time is spent dealing with emotional issues or personality clashes instead of
trying to fix the actual problem. I think this is a perfect example of why I have trouble
accommodating. I focus to much on what I want over everyone else because if I agree to meet in
the middle, it could give others more power over me. According to Fisher, Ury and Patton, no
method can guarantee success if all the leverage lies on the other side (Fisher, Ury & Patton, n.d.,
p. 99). They go on to say that there is a cost when using the bottom line. They say that
negotiators commonly try to protect themselves against such an outcome by establishing in
advance the worst acceptable outcome, “their bottom line” (Fisher, Ury & Patton, n.d., p. 100).
In the video, finding confidence in conflict, business lawyer and negation consultant Kwame
Christian says, conflict can be the most challenging part of our personal and professional lives.
He went on to say, these conversations can be intimidating and infuriating at times.
Strengths
However, my strongest leadership skill that I bring to situations that require conflict
management are, problem solving. The United States Institute of Peace assessment suggest that
91% of the time, I am a problem solver when face with any conflict. This means that I tend to
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want to discuss all the details of a problem and work through it as a group so that everyone gets
what he or she wants and is satisfied in the end.
Improving Effective Approach
In conclusion, there a few areas I can become more effective when approaching conflict
situations. One is, be more of a listener and less of a talker. After completing the assessment by
the United States Institute of Peace, I feel that I talk to much and likely don’t give others the
chance to make their points and give their opinions. According to Perry, "When speaking with
employees, managers need to hear both the words and the music. That means understanding not
just what the person is saying, but also the subtext (Perry, 2023). An example would be as such, a
lieutenant at fire department asks a rookie, how is EMT training going at the training facility?
and the junior EMT responds with a lackluster: it is going ok, I guess. That to me would be a big
red flag and a possible warning that things are not going great, or something is bothering them
and there are bigger problems than I think. Just that right there, asking the question and
becoming the listener immediately.
Furthermore, I also feel like I can become a better competer. According to the assessment I
completed for this assignment, The results show that I only compete half of the time. This can
help me be more persuasive and direct. People who are successful with using this skill know the
result they want in a conflict situation, and they go for it without hesitation or second guessing
themselves. This can also help me make good but quicker decisions and not waste time, which
can be helpful in the time of a crisis.
Finally, I need to stop avoiding some of the conversations that need to be had. I nearly avoid
things half the time. I know some might say 33% avoidance isn’t nearly as bad, but, its close
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enough to half for me and I would like to change that. Avoiding conflict doesn’t help solve the
problem that is impacting the outcome of the situation. Lederach says, we need a strategic vision
in order to assess and develop specific plans and responses. Lederach goes on to say, without it,
we may can easily find ourselves responding to a myriad of issues, crises, and energy-filled
anxieties and this will cause us to move with a sense of urgency but without a clear
understanding of what our responses add up to.
Biblogical Truth
In closing, Jesus is known as a peacemaker. Some of us face daily reality that we struggle
with avoiding issues. In James 1:19 "My dear brothers and sisters, take note of this: Everyone
should be quick to listen, slow to speak and slow to become angry" (New International Bible,
2011). This verse is emphasizing that we be attentive but also patient with people, by listening
closely before speaking.
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Reference List:
Perry, P., (2023). Are you a great manager? Skilled managers motivate workers and create
more profits, but becoming an effective manager is more a process than a destination.
https://link.gale.com/apps/doc/A737509590/GBIB?u=vic_liberty&sid=summon&xid=93bf37f5
Fisher, R., Ury, W., & Patton, B. (2011). Getting to yes: Negotiating agreement without
giving in.
Lederach J. (2003). The Little Book of Conflict Transformation.
Finding Confidence in Conflict. (2018). Kwame Christian. https://www.youtube.com/watch?
v=F6Zg65eK9XU
New International Bible. (2011). Zondervan. (Original work published 1978)
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