... From a theoretical perspective, interpersonal conflict management strategies can be characterized on two axes: positivity and engagement (Laursen, 1993). Based on the combinations between these two theoretical axes, four conflict management dimensions stand out across the literature: positive problem solving, a positive conflict management dimension based on engagement which includes strategies such as compromise and negotiation (e.g., compromise, Rubenstein and Feldman, 1993;negotiation, Kurdek, 1994;Laursen et al., 2001;nonaggression, Unger et al., 2003;Rodríguez-Ruiz et al., 2015;conciliatory remarks, Ferrar et al., 2020); conflict engagement, a negative conflict management dimension that includes coercion tactics such as personal attacks, verbal abuse, and anger (e.g., attack, Rubenstein and Feldman, 1993;conflict engagement, Kurdek, 1994;coercion, Laursen et al., 2001;physical and non-physical aggression, Unger et al., 2003;dominance, Rodríguez-Ruiz et al., 2015;disagreement and confrontative remarks, Ferrar et al., 2020); withdrawal, a negative conflict management dimension that involves disengaging from conflict strategies such as tuning the other person out, avoidance, refusing to discuss (e.g., avoidance, Rubenstein and Feldman, 1993;Kurdek, 1994;disengagement, Laursen et al., 2001;Rodríguez-Ruiz et al., 2015;withdrawal, Ferrar et al., 2020); and compliance, which involves disengagement from conflict via giving in without defending one's position (see Kurdek, 1994;Branje, 2008;). Based on the theory of conflict management that posits two axes of conflict management strategies, that is, positive vs. negative and engaging vs. disengaging (Laursen, 1993), we chose a measure that has basic dimensions that reflect this theory. ...