The central focus of this study was to examine whether self-reported conflict management styles can predict actual behaviors in business negotiation both in China and Canada. I began this study by noticing that few studies had linked conflict management style with actual behaviors, and even fewer had done so within a cross-cultural context. Then using multiple sets of negotiation simulations, I compared the power of conflict management styles in predicting actual behaviors in two cultures and examined the general impact of different conflict management styles on negotiation behaviors and outcomes.