all other models. They argued that all other styles have inherent in them into two dimensions: activeness ("the extent to which conflict behaviors make a responsive and direct rather than inert and indirect impression"). High activeness is characterized by openly discussing differences of opinion while fully going after their own interest. agreeableness ("the extent to which conflict behaviors make a pleasant and relaxed rather than unpleasant and strainful impression"). High agreeableness is characterized by attempting to satisfy all parties involved. In the study DeChurch and Marks conducted to validate this division, activeness did not have a significant effect on the effectiveness of conflict resolution, but the agreeableness of the conflict management style, whatever it was, did have a positive impact on how groups felt about the way the conflict was managed, regardless of the outcome. Rahim's meta-model Rahim (2002) noted that there is agreement among management scholars that there is no one best approach to how to make decisions, lead or manage conflict. In a similar vein, rather than creating a very specific model of conflict management, Rahim created a meta-model (in much the same way that DeChurch and Marks, 2001, created a meta-taxonomy) for conflict styles based on two dimensions, concern for self and concern for others. Within this framework are five management approaches: integrating, obliging, dominating, avoiding, and compromising. Integration involves openness, exchanging information, looking for alternatives, and examining differences to solve the problem in a manner that is acceptable to both parties. Obliging is associated with attempting to minimize the differences and highlight the commonalities to satisfy the concern of the other party. Dominating in this style one party goes all out to win his or her objective and, as a result, often ignores the needs and expectations of the other party. Avoiding here a party fails to satisfy his or her own concern as well as the concern of the other party. Compromising involves give-and-take whereby both parties give up something to make a mutually acceptable decision. International conflict management Special consideration should be paid to conflict management between two parties from distinct cultures. In addition to the everyday sources of conflict, "misunderstandings, and from this counterproductive, pseudo conflicts, arise when members of one culture are unable to understand culturally determined differences in communication practices, traditions, and thought processing". Indeed, this has already been observed in the business research literature. Renner (2007) recounted several episodes where