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The present study examined the relationships between conflict management styles (problem solving, forcing, and avoiding) and stages of change (pre-contemplation, contemplation, and action) based on the Transtheoretical Model for Change. Additionally, this study investigated the moderating effect of psychological safety on the relationships between problem solving, forcing, and avoiding conflict management styles and action. The sample collected contained 520 individuals who self-reported being perceived as causing a problem at work. SPSS AMOS was used to conduct a confirmatory factor analysis (CFA) of the DUTCH, URICA, and psychological safety measures. The CFA results suggested that the measures had issues with convergent validity. Modifications were made to eliminate items that were poorly fitting in the surveys. Structural equation modeling was used to test the hypothesized relationships between conflict management styles and change. The findings show that problem solving negatively predicted pre-contemplation, whereas forcing and avoiding positively predicted pre-contemplation. Problem solving also positively predicted contemplation and action. The relationships between forcing and contemplation, forcing and action, avoiding and contemplation, and avoiding and action were non-significant. All effect sizes were very small or small, with independent variables accounting for about 1% to 5.6% of the variance in outcome variables. A mixed moderation model in AMOS found that psychological safety positively moderated the relationship between problem solving and the action stage of change. Psychological safety negatively moderated the relationship between forcing conflict management styles and the action stage of change. In contrast, psychological safety did not moderate the influence of avoiding conflict style on the action stage of change. These interactions were probed using Hayes PROCESS macro in SPSS to examine the main effects of problem solving and forcing conflict management styles on the action stage of change at +1 SD and -1 SD of psychological safety as the moderator. The findings showed that the effect of problem solving on action was positive at – 1 SD and at the mean of psychological safety, but non-significant at +1 SD of psychological safety, contradicting the hypothesis that psychological safety would enhance the impact of problem solving on action. The findings showed that the effect of forcing on action was positive at – 1 SD and at the mean of psychological safety but non-significant at +1 SD of psychological safety, also contrary to the hypothesis. Implications, limitations, and suggestions for future research are discussed.