Conflict avoidance can be employed as a temporary measure within a specific situation or as a more permanent approach, such as establishing "taboo topics" or exiting a relationship.
[2][3] However, studies on conflict avoidance have produced mixed results, identifying functional benefits such as strengthening relationships, reducing stress, and increasing productivity.
The general consensus is that avoidance is neither inherently good nor bad for conflict management but depends on the specific relationship, topic, and context.
This line of research was largely inspired by the Management Grid introduced by theoreticians Robert R. Blake and Jane Mouton as well as Morton Deustch’s Theory of Cooperation and Competition.
One of the most popular versions to come out of this research was the Dual Concerns Model introduced by Pruitt & Rubin (1986) to predict behavior in negotiations.
[8] While the specific labels for each dimension and conflict styles vary across different models, avoidance is generally considered a passive, lose-lose approach.
[9] Conflict avoidance is often rooted in early socialization and personality traits that influence individuals' perception of potential harms or opportunities.
According to communication scholar Michael Roloff, individuals often seek to create and maintain a state of interpersonal harmony in their relationships, which is defined by consensus about most issues.
[10] One study of 350 undergraduates and 100 managers discovered that personality traits, as measured by the Big Five, accounted for 20% of the variance in avoidant conflict style.
For example, in collective societies, there is more of a sensitivity to hierarchy compared to the West, leading to greater avoidance when there is significant separation between the parties involved.
[15] According to communication scholar Michael Roloff, the general sentiment is that leaving conflicts unresolved and unaddressed causes interpersonal issues to fester, resulting in either explosive confrontation or crippling emotional suppression.
[20] In the workplace, avoiding conflict often leads to emotional suppression and feelings of powerlessness, which can increase stress, burnout, and fatigue.
Unresolved conflict in the workplace has been linked to miscommunication resulting from confusion or refusal to cooperate, increased stress, reduced creative collaboration and team problem-solving, and distrust.