In a high-stakes business negotiation, Juniper employs strategies such as open communication and problem-solving to achieve a mutually beneficial outcome. She views this negotiation as a collaborative effort, where both parties can gain value without intentionally harming the other. Which conflict handling style does Juniper seem to adopt in this scenario?

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BlackTom AI · Accepted Answer

When evaluating conflict handling styles, it helps to map each option to the behavior it describes.

Option 1: Avoiding. This style typically involves withdrawal or not engaging with the conflict, hoping it resolves itself or is postponed. Juniper’s description emphasizes open communication and collaborative problem‑solving, which contrasts with avoidance since avoidance reduces direct engagement and information sharing.

Option 2: Dominating. This approach is about asserting one party’s needs at the expense of the other, a win‑lose mindset often used to overpower the counterpart. The scenario specifies mutual gain and value creation for both sides, which is inconsistent with a dominating posture.

Option 3: Integrating. Integrating centers on collaboration, joint problem solving, and creating solutions that satisfy both parties’ interests. The language in the scenario—open communication, problem‑solving, collaborative effort, and mutual benefit without harming the other—aligns closely with integrating behavior.

Option 4: Obliging. Obliging, or accommodating, involves prioritizing the other party’s needs and sometimes sacrificing one’s own to preserve the relationship. The description does not indicate yielding to the other side, but rather working together toward a shared outcome, which goes beyond mere obliging.

In this frame, the narrative highlights cooperative interaction, joint value creation, and nonharmful negotiation dynamics, which are hallmark features of a collaborative integrating style. The other options describe more adversarial, withdrawal, or self-sacrificing approaches that do not fit as well with the emphasis on mutual gain and open problem‑solving.

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