avoiding (low assertiveness, low cooperativeness)-a manager who postpones meeting with an employee who wants a raise;

A manager who postpones a meeting with an employee seeking a raise may be demonstrating a conflict management style that avoids the issue at hand, which is characterized by low assertiveness and low cooperativeness. This avoidance approach means the manager is neither pursuing their own interests strongly (low assertiveness) nor seeking to cooperate with the employee to address their concerns (low cooperativeness).

In this scenario, the manager is likely trying to evade the discomfort or confrontation that might come with discussing salary adjustments. By postponing the meeting, the manager is not dealing with the employee's request directly, which can lead to increased frustration and dissatisfaction on the part of the employee. This can harm the relationship between the manager and the employee and may negatively impact the employee's performance and morale.

To move away from this avoidance behavior, the manager should instead aim to engage in a more constructive conflict management style, such as:

1. **Collaborative (High Assertiveness, High Cooperativeness):** The manager could schedule a meeting promptly, listen to the employee's concerns, and work together to find a mutually beneficial solution. This might involve discussing potential pathways for a raise, setting clear performance goals, or exploring other forms of compensation if a raise is not currently feasible.

2. **Accommodating (Low Assertiveness, High Cooperativeness):** If the manager values the employee's happiness and believes the raise is deserved but cannot offer it immediately due to budget constraints, they might acknowledge the employee's request and express a willingness to revisit the conversation at a specific future date or under certain conditions.

3. **Compromising (Moderate Assertiveness, Moderate Cooperativeness):** The manager could meet with the employee to negotiate a temporary solution that partially meets the employee's request, such as a smaller raise now with the promise of revisiting the issue in a few months.

4. **Competing (High Assertiveness, Low Cooperativeness):** If the manager believes that the raise is not warranted, they should still meet with the employee to discuss the reasons why the raise is not possible at this time, setting clear expectations and providing feedback on what the employee would need to achieve to earn a raise in the future.

By adopting a more proactive and engaging approach, the manager can address the employee's concerns, maintain a positive working relationship, and foster a culture of open communication and respect within the team.