Thomas-Kilmann Conflict Mode Instrument: Conflict Resolution

Conflict resolution is actually at the heart of employees’ professional lives, and it is an intrinsic aspect of organizational peace and productivity. Thomas-Kilmann Conflict Mode Instrument (TKI) acts as a foundation for one’s human actions and actions toward conflict so that individuals and teams can more easily cope with disagreement. 

The model put forth by Dr. Thomas and Dr. Kilmann highlights five distinct styles of dealing with conflicts: competing, collaborating, accommodating, avoiding, and compromising. 

Essentially, each style represents a different balance between assertiveness and cooperativeness, providing a versatile approach to managing workplace tensions while fostering better decision-making and collaboration. Let’s explore how each style plays a role in resolving conflicts.

Understanding one’s conflict style, whether it be the Thomas-Kilmann Conflict Mode Instrument reveals not only skill but also benefits during workplace interactions, but it provides value in managing your personal life challenges.

What is Thomas-Kilmann Conflict Mode Instrument Model 1?

The TKI instrument is a fifteen-minute assessment, and what it provides could guide you on just how to do better in dealing with other people. This is one valuable tool for individuals, teams, and organizations, especially when used with other assessments such as the Myers-Briggs Type Indicator or the Lencioni model of Leadership. 

In cases where poor conflict resolution is impacting badly work performance, a discussion of scores can clarify what needs improvement. The TKI is available in Spanish, French, Portuguese, Russian, and Chinese.

The Thomas-Kilmann Conflict Mode Instrument was conceived by two experienced researchers, Dr. Kenneth Thomas and Dr. Ralph Kilmann in the early 1970s. It intends to help both the individual and the organization understand how they manage and resolve conflicts. 

According to the model, this seems to have sprouted from the need for a practical tool capable enough to assess various interpersonal conflict-handling behaviors across the variables of different interpersonal situations.

The TKI’s roots lay in conflict theory and organizational psychology; earlier literature on resolving conflict and the origins of behavioral science have been written in earlier works. The model is built up on the concept that it tends to use different styles in the face of a conflict and seeks to map these styles onto two core dimensions: concern for self, that is, assertiveness, and concern for others, that is, cooperativeness.

The Thomas-Kilmann Conflict Mode became very widespread with time, especially through leadership training, team development, and organizational change to better help people negotiate conflicts by acknowledging a default style and adjusting modes appropriately depending on the situation.

The Role of Negotiation and the Thomas-Kilmann Conflict Mode

Conflicting disputes at the workplace must necessarily include skills to negotiate. These abilities include the capacity to hear actively, appreciate the views of other people, and seek alternatives that mutually support each other. Negotiating is very challenging, and it depends on one’s ability to compromise. Moreover, negotiation depends upon a clear understanding of what everyone needs and wants.

Real-Life Scenario: Video Game Development Teams Merge

Consider an organization that is merging two separate video game development teams. A team has a different leader and there are varied management styles of the leaders, and this is going to be a perfect fertile ground for conflict. Conflict management in such cases thus would require different techniques, such as negotiation and understanding the conflict-handling style.

5 negotiation styles of Thomas-Kilmann

The TKI is useful for evaluating how individuals respond to conflicts. It analyzes five distinct conflict-handling styles derived from two key dimensions: assertiveness and cooperativeness. Most organizations worldwide use the TKI. There are many languages in which the Thomas-Kilmann conflict mode is provided.

Useful in the Following Situation: When the matter with which you are concerned is of minor importance to you, but it is essential to the other party

Not one style of conflict handling is better than the others. Each has its positive and negative aspects depending on the situation. Once you know your preferred style, you will learn to use other styles effectively and, therefore, become more effective in managing your professional and personal relationships. More and more courses taken on TKI will make you a better conflict manager and you’ll be able to apply the appropriate style in the right situation.

1. Competing

Among the five possible ways of handling conflicts found with the Thomas-Kilmann Instrument, competing would be one where the assertiveness is very high and the cooperativeness is very low. 

A person with such a style focuses more on his needs just like his goals by taking it at the cost of others. They will often use their power – whether in the form of argument, authority, or leverage of some other kind – to “win” the conflict, even if this means hurting relationships or making less-than-optimal decisions.

This could lead to strained relationships and unproductive discussions, even triggering deadlock situations. It might also culminate in frustration or anger among colleagues or clients if mishandled. A healthy and effective work environment balances competing styles, like the one explained above, with collaborating and accommodating styles.

However, there are instances when the competitive style becomes relevant and effective especially when a rapid choice needs to be made. For example, if there were two video game developing teams that were to merge, then managers with a contrast in approach would require a competitive style to clear out their differences in a smooth manner.

You may sometimes feel the need to alter your conflict-handling styles. Sometimes, you should start with competing to solve the more obvious issues, then collaborate to provide each other with mutually workable solutions. And then if all else fails, you resort to avoiding or compromising.

2. Collaborating

Also referred to as collaborative, the conflict resolution style in which one is both assertive and cooperative falls here. When individuals choose this method, they often work together to find solutions that will be able to address each of their concerns. It particularly proves effective when dealing with complex problems that require diverse input before being able to solve and may help to build workplace relationships.

However, collaboration is time-consuming and emotionally straining. This is so because of individuals’ deep investment into ensuring that both their own and other people’s needs are met, which sometimes leads to defensiveness. In addition, a collaborative solution may not fix every single aspect of the conflict, allowing problems to re-emerge later.

The collaborative style is distinguished by incidences where both parties hold different priorities. In such a case, when two team members have different goals to complete a project, not dealing with the situation can prolong the conflict but the other party will ensure the project is completed. If both parties agree to collaborate, however, they can find an avenue that serves their combined goals.

Conflicts between two colleagues might disrupt productivity, but they can be handled using instruments such as the Thomas-Kilmann Conflict Mode Instrument. This instrument examines how people handle conflicts by showing their preferred styles: competing, collaborating, compromising, avoiding, or accommodating. It is a straight and reliable tool to be used individually, or in groups, and it comes in many languages.

Millions have used the TKI to improve their relationships, professionally and personally, and it remains an overall resource to better environments in world.

3. Accommodating

Accommodating is the appeasement handling style in which you put others’ needs and wants ahead of your very own needs and wants. Suppose you are working on a team project and anyone disagrees as to how the team approach can be. 

If you are taking an accommodative attitude, you will change your plans and some of your preferences to ensure the meeting of the needs of the team so that the conflict is smoothened amicably.This strategy advocates for the position of other people and their harmony over your stance. 

It is applied whenever you do not mind which way the problem flows, but wish to hold open the option of working cooperatively with other stakeholders. For example, if a colleague is highly opinionated about a direction on a project that doesn’t matter to you, accommodating it would mean supporting their view so that the teamwork continues without interference.

However, while accommodating helps prevent friction and fosters a harmonious setting, it has its negative sides as well. Overusing this approach may result in ignoring one’s needs and wants which would eventually provoke feelings of underappreciation or frustration. 

Accommodating needs to be combined with other modes of Thomas-Kilmann conflict mode to ensure that your needs are met when they must be as well.

4. Avoiding

Avoiding is deliberately avoiding or putting off conflict in order not to deal with it head-on. The effect is that there will be a low level of assertiveness combined with cooperativeness. There will be avoidance of discussions, delay of decisions, and sometimes, ignoring the issue.

It may thus be used in some instances, such as for small issues that would not affect the outcome or when emotions would run amok so that trying to settle the conflict might worsen the situation. It may also be a stopgap when the concern is related to a power imbalance, and the solution appears a little futile to confront.

Although avoiding, however vital, has its cons. If conflict is avoided continuously, problems arising from it will not be solved in due time and, with time, become bigger and have a trickle-down effect on team dynamics and, at times, general team morale. It may also lead to skirted chances of growth or development due to issues head-on addressed.

To avoid this effectively, it can be helpful as a short-term approach to calm down or acquire more information before dealing with the problem. The mix of avoidance with other styles, such as collaboration and compromise, ensures that small problems are brought to the table at the appropriate time and issues don’t become festering and infected. 

Of course, avoidance can only work well when overused, and it can result in unsolved problems and problems in the relationship.

5. Compromising

Compromising is a conflict-handling style in which you are exploring a middle-of-the-road solution that partially satisfies the parties concerned. This approach is seeking a balance between assertiveness and cooperativeness. Here is how it is practiced:

When using the compromising style, you know it is necessary to service the needs of the parties but at the same time work out the conflict in such a way that things progress. Instead of insisting on my way or giving in, you seek a compromise that gives each party a little bit of what he or she wants. It may require making certain concessions and negotiating to find a middle path that would benefit the interest of the parties involved, even though neither party may get all that it wants.

This style is useful when you have to agree on something in no time, and you deem saving your relationship more important than getting what you wanted initially. It is a realistic approach whereby the problems are too petty to be contested with or in a situation where one wants a quick fix for things to keep rolling.

In practice, compromise is open communication, negotiation, and being ready to adjust one’s expectations. It ensures everyone gets on the same page and that all concerns are listened to, even if compromise happens in the final result mix of both of their interests.

While compromise may not always lead to an ideal result for anybody, it ensures that all parties are assured their needs are met, which is crucial in building relationships and helping foster a collaborative atmosphere.

Conclusion

The Thomas-Kilmann Conflict Mode Instrument is an important tool that throws light on the management of conflicts at the workplace, especially from the identification of individual styles when it comes to handling conflicts: competing, collaborating, accommodating, avoiding, and compromising. 

Every style is a possible approach to bring balance in assertion and cooperativeness, making them highly influential tools for both personal and professional relationships by knowing them. Staying aware of these and adapting will better manage conflicts and contribute a more harmonious workplace environment. 

Whether in minor disagreements or complex team dynamics, the Thomas-Kilmann Conflict Mode is the best tool for the practical application of improvement in conflict resolution and enabling productive interaction. With such strategies, one can find more meaningful and successful avenues that eventually lead to a more positive and collaborative workplace.

FAQs

1. How to score Thomas Kilmann Conflict Mode Instrument?

To score the Thomas-Kilmann Conflict Mode Instrument (TKI), count the responses for each of the five conflict modes according to the scoring key provided. The scores will show which styles the individual prefers in handling conflict.

2. How long has the Thomas Kilmann Conflict Mode been in existence?

Thomas-Kilmann Conflict Mode Instrument (TKI) has a history that dates back to 1974.

3. What are the two key dimensions of the TKI model? 

The two elements that compose the TKI model are assertiveness-concern for self and cooperativeness-concern for others. These two dimensions can decide one’s method of handling conflict.

4. How can the Thomas-Kilmann Conflict Mode be applied in the workplace? 

The TKI model can be used at work to better define conflict-resolution preferences of individuals and teams, thereby enhancing teamwork and creating a better working environment.

5. Does the TKI assessment contribute to personal development? 

TKI assessment does. This is because it helps people discover their default mode of conflict handling and gives them insights on how to change that for a better outcome in different situations.

6. How would one administer the TKI assessment? 

The TKI is administered online or on paper. It’s relatively easy to complete, often in less than 15 minutes.

7. Is it a limited use of the Thomas-Kilmann Conflict Mode? 

While an excellent tool to understand one’s conflict style, it is far from an all-purpose panacea. It is to be taken within the context of the other facts associated with the conflict and personalities.