Strong accom­mo­da­tors deri­ve signi­fi­cant satis­fac­tion from sol­ving other peo­p­les’ pro­blems. They often have good rela­ti­onship buil­ding skills and are rela­tively sen­si­ti­ve to others emo­tio­nal sta­tes, body lan­guage and ver­bal signals. This is a gre­at trait to sum­mon when working on nego­tia­ting pro­blems within teams, bar­gai­ning in the sales based rela­ti­onship manage­ment roles, or pro­vi­ding many types of cus­to­mer ser­vices.

A weak­ne­ss of high accom­mo­da­tors is that they can some­ti­mes place more weight on the rela­ti­onship aspect of nego­tia­ti­on than the situa­ti­on may war­rant. In such cases they are vul­nerable to more com­pe­ti­tively ori­en­ted peo­p­le. High accom­mo­da­tors who feel taken advan­ta­ge of in such situa­tions may expe­ri­ence resent­ment, fur­ther impe­ding their effec­ti­ve­ness.

Low accom­mo­da­tors have a ten­den­cy to stay within their own frame of refe­rence, see­ing their solu­ti­on to a nego­tia­ti­on pro­blem as the only true ans­wer and beco­ming more quick­ly than most atta­ched to their pre­fer­red “cor­rect” solu­ti­on. They are often more con­cer­ned with show­ing the other that they are right ins­tead of effec­tively rea­ching their nego­tia­ti­on goal.