Reducing Conflict Avoidance by Changing Motivation

Abstract: Conflict avoidance is pervasive in teams and organizations, even when individuals care deeply about the issue at stake. We address this puzzle by adopting an abductive approach that integrates intervention development with theories of motivation. Drawing on expectancy-value theory, implementation science, and psychologically “wise” intervention principles, we develop a training intervention designed to reduce conflict avoidance by reshaping how individuals evaluate and experience difficult conversations. In a pilot pre-post study with vignette scenarios conducted in university courses (N = 411), the intervention increased confidence in initiating difficult conversations, willingness to directly address problems, and perceived truthfulness, while reducing willingness to avoid addressing the problem. To explain when these motivational shifts translate into action, we apply Temporal Motivation Theory, highlighting how temporal aspects of the perceived costs and benefits of engaging in difficult conversations shape conflict engagement in the moment of action. Together, the findings demonstrate that conflict avoidance is a changeable behavior and illustrate how integrating temporal dynamics can strengthen interventions aimed at promoting constructive conflict engagement.

Keywords: conflict management, conflict avoidance, difficult conversations, intervention