Thomas-Kilmann CONFLICT MODE Instrument

1. TKI Workshop Presented by: Jeanette Phillips, PHR Texas A&M AgriLife Human Resources Thomas-Kilmann CONFLICT MODE Instrument

2. Agenda • Overview and explanation of the TKI • Review each Conflict-Handling Modes • TKI Assessments • Break • Dealing with others • Questions

3. Thomas-Kilmann Conflict Mode Instrument • Developed by Kenneth W. Thomas and Ralph H. Kilmann in the early 70’s. • Self-report questionnaire designed to measure your tendencies in dealing with interpersonal conflict. • It describes 5 conflict-handling modes and help you identify which of these modes you use most often.

4. In the 30 years since the TKI’s inception, more than 4 million copies of the instrument have been sold and it have become the leading measure of conflict-handling behavior. Current uses include: • Research • Management and supervisory training • Negotiation training • Team Building • Crisis intervention • Marriage and family counseling

5. TKI Objectives • Become more aware of your own conflict style • Recognize the conflict styles of others • Assess conflict situations • Provide options for handling conflict

6. Conflict is . . . any situation in which your concerns or desires differ from those of another person

7. Understanding the Conflict Modes Two basic aspects of all Conflict-handling modes Assertiveness Cooperativeness Your Conflict = Skill + Situation Mode

8. The Five Conflict-Handling Modes

9. Competing • Taking quick action • Making unpopular decisions • Standing up for vital issues • Protecting yourself “My way or the highway”

10. Competing Skills • Arguing or debating • Using rank, position, or influence • Asserting your opinions and feelings • Standing your ground • Stating your position clearly

11. Overuse of Competing • Lack of feedback • Reduced learning • Low empowerment • Surrounded by “yes people”

12. Underuse of Competing • Restricted influence • Indecision • Delayed action • Withholding of contributions

13. Accommodating • Showing reasonableness • Developing performance • Creating goodwill • Keeping “peace” • Retreating • Maintaining perspective “It would be my pleasure”

14. Accommodating Skills • Forgoing your desires • Selflessness • Obedience • Ability to yield

15. Overuse of Accommodating • Overlooked ideas • Restricted influence • Loss of contribution • Anarchy

16. Underuse of Accommodating • Lack of rapport • Low morale • By-the-book reputation • Inability to yield

17. Avoiding • Leaving unimportant issues alone • Reducing tensions • Buying time • Knowing your limitations • Allowing others ownership • Recognizing issues as symptoms “I’ll think about it tomorrow”

18. Avoiding Skills • Withdrawing • Sidestepping • Sense of timing • Ability to leave things unresolved

19. Overuse of Avoiding • Lack of input from you • Decisions made by default • Festering issues • Climate of caution

20. Underuse of Avoiding • Hostility/hurt feelings • Work overload—too many causes • Lack of prioritization/delegation

21. Collaborating • Integrating solutions • Learning • Merging perspectives • Gaining commitment • Improving relationships “Two heads are better than one”

22. Collaborating Skills • Ability to listen, understand, and empathize • Nonthreatening confrontation • Input analysis • Identifying underlying concerns

23. Overuse of Collaborating • Too much time on trivial matters • Diffused responsibility • People who take advantage • Work overload

24. Underuse of Collaborating • Mutual gains deprivation • Lack of commitment • Low empowerment • Loss of innovation

25. Compromising • Resolving issues of moderate importance • Reaching resolution with equal power and strong commitment • Creating temporary solutions • Dealing with time constraints • Backing up competing/ collaborating “Let’s make a deal”

26. Compromising Skills • Negotiating • Finding a “middle ground” • Making concessions • Assessing value

27. Overuse of Compromising • Loss of big-picture perspective • Lack of trust • Cynical climate

28. Underuse of Compromising • Unnecessary confrontations • Frequent power struggles • Inability to negotiate effectively

29. TKI Assessment Review

30. Page 4

31. Dealing with others Competing • The competing person may feel that you are criticizing him/her. • Others may not understand where the competing person is coming from.

32. Dealing with others Accommodating • The accommodating person may feel that you are taking advantage of him or her, and that you care only about your own concerns. • Others may feel that the accommodating person is a pushover.

33. Dealing with others Avoiding • The avoiding person may feel pushed by you, and further retreat. • Others may feel that the avoiding person “doesn’t care” or that he or she is not capable.

34. Dealing with others Collaborating • The collaborating person may feel that you are dumping all the responsibility, or not cooperating, or that you are unappreciative. • Others may feel that the collaborating person is meddling or making things more complicated than they need to be.

35. Dealing with others Compromising • The compromising person may feel that your are unreasonable or slow to agree. • Others may feel that the compromising person doesn’t stand for anything or wants to resolve everything in quick-fix fashion.

37. Questions / Comments Jeanette Phillips, PHR Texas A&M AgriLife Human Resources (979) 862-1369 jlphillips@ag.tamu.edu