To develop skills in this style use foresight in knowing when to withdraw, learn to sidestep loaded questions or sensitive areas by using diplomacy, become skillful at creating a sense of timing, and practice leaving things unresolved.
Overuse of the avoidance style can result in a low level of input, decision-making by default, and allowing issues to fester, which can produce a breakdown in communication between team members.
Overuse of this style can be exhibited through constant tension or anger and occasional outbursts of violent temper.Under use of the competing style leads to a lowered level of influence, indecisiveness, slow action, and withheld contributions.A milder form of avoidance behavior is when the team member procrastinates about getting work done and deliberately takes an opposing point of view inappropriately during a decision-making situation, or is timid, withdrawn, or shy.Extreme behaviors can occur when avoidance is overused.Overuse of the compromising style leads to loss of long-term goals, a lack of trust, creation of a cynical environment, and being viewed as having no firm values.
Overuse of compromise can result in making concessions to keep people happy without resolving the original conflict.
A person begins to be negative, critical and sarcastic.
Other extreme avoidance behaviors include becoming passive aggressive by being late and not paying attention at meetings.
(Thomas/Killman, 1972 with further descriptions and analysis by Bonnie Burrell, 2001) The Competing Style is when you stress your position without considering opposing points of view.
This style is highly assertive with minimal cooperativeness; the goal is to win.
When the competing style is underused some emergent behaviors people exhibit include justifying the behaviors, demanding concessions as a condition of working on the problem, threatening separation as a way of making others give in, and launching personal attacks.