Jim Guinn has come out of 38 quick tickets. What is his trick? He can get along with someone.

At least it is the central statement from his upcoming book, “How to agree with someone: Playbook to predict and prevent conflicts at work and at home”, which he was a writer with John Eliot.

Guinn is chairman of the Resolution Resource Group, a company that trains other companies on how to resolve conflict, and Eliot mentors professional sports teams and athletes on how to improve performance.

A common mistake that people make when trying to solve a problem with an employee or family member is “they try to fix what they think is the root question without judging what that person’s conflict personality style is,” Guinn told CNBC Make It.

“We try to jump in and we try to fix it to get our plate, but we solve superficial problems that are not really the real trigger (of the conflict),” he says.

There are five conflict personality styles the two contour in their book: Avoids, competitor, analysis, partner, accommodation.

Here’s how to negotiate best with each, according to Guinn and Eliot.

Avoids

This person is uninterested in minor details and works best alone. “They see most conflicts as a foreign distraction to their goals, smarter passed than getting stuck in,” GUINN and Eliot writes in their book.

To negotiate with an avoid you should:

• Be time efficient. They hate meaningless meetings and small talk
• Be persistent. They will probably ignore you at first
• Focus on the question and do not take in other details

Competitor

A competitor always drives the envelope and is prone to take risks. They often have a reputation for being aggressive, but their urgent comes from a place to want to solve problems completely and quickly.

To negotiate with a competitor you should:

• Attached to deadlines
• Give them an early gain during the interaction
• Follow through what you say you will do

Analysis

This person is evidence -based and methodical. They will gather information before they act. They are usually ok with compromise and expect you to be the same.

“When they feel that they have exhaustively considered all the views and have come to a decision, they can be linked to it,” writes Guinn and Eliot.

To negotiate with an analyzer you should:

• Show them that you are willing to be flexible
• Not flakes at meetings
• Not rush their thinking but try to be a part of it

Employees

A collaborator is proud to be a relationship manager. They are observant, emotionally sharp and empathic. But they are often not directly about what they want.

“Their desire to dig into other people’s thoughts, feelings and perspectives can be horrifying or encourage others to set up defense,” writes Guinn and Eliot. “Partners will work hard to make things personal to make you let your guard.”

To negotiate with a partner you should:

• Validate their need to be part of the group
• Control the conversation back to them, as they often try to redirect discussions to other people’s wishes.
• Were not “all business.” They gravitate against solving “people” problems

Employee

A resident prioritizes the performance and well -being for those they care about their own. They are good at strengthening their teammates but are triggered when they feel undervalued.

“Housing is gifted to maintain their rationality when they are dissatisfied, frustrated, tired and so on,” writes Guinn and Eliot.

To negotiate with an accommodation you should:

• Show that you are reliable
• Stick to the plan they expect
• Don’t take them for granted

Calculating what conflict style your manager, colleague or partner has can help you predict their behavior.

Guinn says his quick reading of a police officer has saved him hundreds of dollars.

“If the police come out (of their car) very quickly and go up to your window, we know that we are dealing with a competitor or partner,” he says.

If the former was direct. Apologies, but don’t make a small talk. If you feel that the police are a partner, take the opposite approach. Ask how their day has been and chit chat.

“If they sit in their car for a long time and check your registration, license and make you wait, they are probably either an AVAider or they are an analyzer,” he says. “Probably you will not have a traffic position that is accommodation.”

An avoidance that you treat the same as a competitor – just get to the point. And you want to give as much information as possible to an analyzer.

Guinn emphasizes that these strategies are not idiot and work best with people you see more often.

However, getting out of a quick ticket is a “funny little bonus”, he says.

Do you want to increase your AI skills and be more productive? Take CNBC’s new online course How to use AI to become more successful at work. Expert instructors will teach you how to get started, practical uses, tips for efficient fast writing and mistakes to avoid.