Compromiser
A pragmatic negotiator who finds reasonable middle ground through mutual concessions. "If everyone is a little dissatisfied, that's fair" — the owner of this realistic wisdom.
Key Traits
Fifty-Fifty Solver
"Let's split it 50/50" is the go-to solution
Midpoint Finder
Quickly identifies the midpoint between both sides
Alternative Proposer
"How about we do it this way?" — always ready with alternatives
Resolution Seeker
Can't stand conflicts dragging on
Fairness Advocate
Places high value on fairness and balance
Strengths
- ✓Practical and efficient conflict resolution
- ✓Produces outcomes acceptable to both sides
- ✓Ability to balance relationship maintenance with problem-solving
- ✓Realistic approach that saves time and energy
- ✓Excels as a mediator within groups
Watch Out
- !Risk of settling for second-best instead of the best solution
- !May only address problems on the surface rather than at their root
- !"I compromised, so you should too" — transactional thinking
- !May suppress their true desires
- !Tendency toward mechanical splitting rather than creative solutions
🎭 Social Mask
Behind the fair mediator's image lies the risk of losing what you truly want.
Outer Image
Inner Self
⚡ Power Grid
Mediation
92/100
Efficiency
88/100
Conflict Style 4-Axis Analysis
Did You Know?
In the Thomas & Kilmann (1974) model, Compromising is the type with moderate levels of both assertiveness and cooperativeness. It's a pragmatic approach that pursues "reasonable agreement" over "perfect victory."
Fisher & Ury's (1981) "Getting to Yes" recommends going one step beyond compromise to "interest-based negotiation." Not "half-and-half pizza" but "I care about toppings and you care about size, so let's get a large with my toppings" — that's the better solution.
Pruitt & Carnevale's (1993) research found that compromise is a "good enough" conflict resolution strategy. Not perfect, but the most efficient for resolving problems quickly without destroying relationships.
⚡ Conflict Chemistry
내 유형이 다른 유형과 만날 때
Confronter raises the issue, you craft a compromise — problems solve fast.
35
강도
Two Compromisers reach agreement with surprising speed.
20
강도
Accommodator concedes more than you, creating an imbalance over time.
40
강도
The more they avoid, the more you end up carrying the mediator role alone.
55
강도
They see compromise as defeat. Design it so they "win but save face."
65
강도
🚦 Conflict Alert System
갈등 강도별 나의 행동 신호
- ▸"Let's split it 50/50" comes first
- ▸Quickly identifies the midpoint
- ▸Proposes a solution everyone can accept
- ▸"Well, there's some truth to both sides..." increases
- ▸Conditional agreements repeat
- ▸Internally dissatisfied but doesn't say it
- ▸No room left to concede
- ▸"This is unfair" comes out
- ▸Gives up on reaching an agreement
Relationships
When two Compromisers meet, they reach agreement surprisingly fast. With a Confronter, there's great synergy in "compromise after thorough discussion." For a Competitor partner, help them understand that yielding isn't weakness.
Recommended Activities
Negotiator / Mediator
Core role that coordinates both parties' interests to create agreements
Business Development (BD)
Position that creates Win-Win outcomes in partnerships and contracts
Diplomat / International Affairs
Practical diplomatic role that coordinates diverse stakeholder interests
Public Policy / Planning
Policy design role that leads compromise among interest groups
Consultant
Coordinates diverse departments and stakeholders to present solutions
The Negotiation Psychology of the Compromiser
Interest-Based Negotiation
The key finding from Fisher & Ury's (1981) Harvard Negotiation Project: focus on Interests, not Positions. When you understand the "why I want it" behind "what I want," you can reach an "Integrative Solution" rather than mere compromise.
BATNA: The Power of Alternatives
The most powerful weapon in negotiation is your "BATNA (Best Alternative To Negotiated Agreement)." Before compromising, figure out "what's my backup if we can't agree?" — this prevents unfavorable compromises.
The Psychology of Fairness
According to Adams's (1963) Equity Theory, people feel satisfied when the ratio of input to outcome feels fair. The "balance" that Compromisers pursue is an instinctive strategy based on this perception of fairness.
Management Guide
Before compromising, set clear boundaries between "what I can concede" and "what I cannot concede." Compromise isn't always the best answer — for issues involving core values, confrontation may be the better choice. Practice "strategic compromise"!
Notable Figures
Barack Obama
Politician (a negotiation master who pursued bipartisan consensus)
Ban Ki-moon
Diplomat (mediated international conflicts as UN Secretary-General)
Kim Yuna
Figure Skater (sports diplomacy mediator as IOC member after retirement)