In a perfect world, people being trained, coached, or mentored will fully engage in the process. But at times, trainers, coaches, and mentors experience conflict with their participants. A training, mentor or coach should be adept at effectively managing conflict. The first step in resolving a conflict successfully is to correctly diagnose it in order to choose the appropriate resolution style. One element of conflict, represented by the x-axis, is the importance of the outcome.

The second element, represented by the y-axis, is the importance of the relationship. Most of us have a preferred conflict resolution style, but it may not be appropriate for the given training situation. Recognizing the appropriateness of your preferred conflict resolution style can make you a better trainer, coach, or mentor. When thinking about conflict resolution in the context of training, the importance of the relationship and the outcome can be anticipated. So, it is possible to be somewhat prescriptive as to which styles should or should not be used.

Among the five conflict resolution styles, some are more and some are less likely to be effective when engaged in training or development. Specifically, avoidance, accommodation, and competition are likely to be less effective. Conversely, compromise and collaboration are expected to be more effective. Knowing which styles to use in training or development will lead to have more successful outcomes regarding employee learning and growth.

In a training or development context, it is unlikely that avoidance will ever be the most appropriate method. There is some level of importance to the outcome of training or development and to the relationship between participants. Although accommodation or competition may be appropriate at times, these conflict resolution styles are generally less effective in a training or development context. This is because each of these styles takes a relatively extreme position.