Thomas Kilmann Conflict Management Model: Questionnaire and Conflict Management Strategies by Thomas and Kilmann

TL;DR

Did you know that conflicts can be hidden costs in your workplace? Workplace conflict isn’t just emotionally draining; it’s financially costly, too. Disagreements among coworkers take up a considerable chunk of employee time. 

Conflicts are unavoidable and bound to happen in any workplace. While it’s challenging for employees to avoid conflicts entirely, we should know that conflicts can highlight areas within the organisation that require attention or improvement. We must learn conflict management skills that contribute to transforming the workplace effectively. Specific tools and techniques offer systematic approaches for analysing conflicts.

Let’s discuss a conflict management tool, the Thomas-Kilmann Mode Instrument.

What Is The Thomas Kilmann Conflict Mode Instrument?

The Thomas Kilmann Conflict Mode Instrument is basically a tool that helps people understand how to respond in conflict situations and explore other approaches if needed. Workplace events like resolving client concerns, dealing with a micromanaging boss, brainstorming a strategy or negotiating are the times when the Thomas Kilmann Model can be useful in conflict resolution.

The TKI tool identifies five conflict modes, categorised along two key dimensions, which are as follows-

Two Dimensions Of The TKI Model

Thomas and Kilmann’s diagnostics noticed recurring patterns in human behaviour, such as how people addressed their concerns with assertiveness and considered others’ needs with cooperativeness, and framed two underlying dimensions of the model.

Known as the TKI conflict model, it categorises conflict handling behaviour based on these dimensions.

1. Assertiveness

This refers to the degree to which a person attempts to satisfy their interests in a conflict situation. High assertiveness indicates a strong focus on getting what they want.

Some workplace situations where assertiveness is essential can be:

• Dealing with Difficult Clients or Customers.
• Expressing Disagreements in Meetings.
• Giving feedback in a direct, professional tone.
• Setting Boundaries with Colleagues

2. Cooperative

This refers to the degree to which a person attempts to satisfy the other person’s concerns about the conflict. High cooperativeness indicates a focus on finding a solution that works for everyone.

Some workplace situations where cooperativeness is essential can be:

• Team Projects in Cross-Functional Teams.
• Your rival is cooperative.
• Customer service is where employees are bound to be cooperative.
• When you are not better than your rival in specific tasks

Five Modes Of The Thomas Kilmann Model

The five conflict-handling modes in the Thomas Kilmann conflict management model are built through real-world observations, analysis, and refinement to capture the conflict styles people prefer in workplace conflicts. Developed through Kilmann diagnostics, these modes are continually updated to reflect up-to-date insights into human behaviour.

1. Competing

This mode involves being assertive and uncooperative, where one party pursues their concerns at the expense of others. While this approach is necessary for actions like negotiation, a competitive approach can lead to a lose-lose outcome, where both parties end up frustrated with wishes differing, which can go against cultural norms.

2. Collaborating

This mode is assertive and cooperative, involving working together to find a mutually beneficial solution. In a workplace context, collaborating might involve brainstorming sessions where team members openly share ideas and work together to develop innovative solutions to a problem. While collaboration is often praised, there are situations where a tight deadline and a clear decision need to be made quickly, so a collaborative approach might not be necessary.

3. Compromising

This mode is moderately assertive and moderately cooperative, where parties give and take to reach a middle-ground solution. It allows them to move forward with a campaign incorporating elements of their preferred styles. It also demonstrates that effectively compromising is about something other than getting exactly what you want, but finding common ground that benefits the project and respects both parties’ viewpoints.

4. Avoiding

This mode is unassertive and uncooperative, where conflicts are ignored or postponed without resolution. In a workplace scenario, avoiding might occur when an employee chooses not to address a disagreement with their colleague, hoping it will resolve itself over time. However, conflict can also spark creativity and lead to better ideas. Avoiding a discussion might mean missing out on valuable perspectives and solutions. It depends on any specific situation. 

5. Accommodating

This mode is unassertive and cooperative, where one party prioritises the concerns of others over their own. An example in the workplace could be when a team member agrees to take on additional tasks to help a colleague struggling with their workload. However, if someone consistently takes advantage of your accommodating nature, it can hinder your growth and contribution to the company.

Here’s an explanation by Ralph Kilmann on how to use these five conflict-handling behaviours in certain situations.

Why Is Thomas-Kilmann Conflict Mode Instrument (TKI) important?

The Thomas-Kilmann Conflict Mode Instrument (TKI®) is the world’s best-selling conflict management tool. The Instrument is significant for several reasons, such as understanding conflict styles, team building & effective communication, conflict management skills development, reducing workplace tension, and enhancing team performance. Overall, the Thomas Kilmann Instrument serves standard instructions for organisations and individuals seeking to manage conflicts effectively and promote a positive work environment.

The value of the Thomas-Kilmann model lies not in identifying a preferred conflict style but in knowing when to shift between styles as circumstances change. Developing that leadership agility is a central part of Kapable.

How To Measure Conflict Management Through The TKI Model?

The TKI model isn’t a direct measure of conflict management effectiveness because it focuses on two dimensions rather than outcomes. Thomas Kilmann instrument highlights there’s no single “best” style. You can select the most ideal approach based on the situation at hand. Check this online TKI assessment tool by Ralph Kilmann – Online TKI assessment tool.

Here’s how we can perform an assessment to evaluate results:

• The online TKI assessment tool gives two conflict scenarios and asks you to select the response that best fits your regular behaviour. Adjust your strategy depending on the situation, the people involved, and your final goal.
• The assessment is intended to analyse tendencies across the two TKI assessments of assertiveness and cooperativeness in conflict situations, with an ideal balance depending on the situation at hand.
• Your customised TKI report will tell which of the five conflict modes you are using frequently, poorly, or just enough. The TKI is a tool for increasing self-awareness. Understanding your preferred methods allows you to choose the best strategy for the scenario, even if it is not your natural preference.
• By analysing the generated report, one TKI result delivers a scoring profile that indicates your preferred conflict modes among the five different modes in the model (competing, collaborating, avoiding, accommodating, compromising).
• A high score in competing might indicate you prioritise your own concerns, while a high score in collaborating might suggest you actively seek win-win solutions.

Beyond Scores: The TKI profile goes beyond just scores. It often provides detailed descriptions of each conflict mode and how you can leverage your strengths while developing other styles for a more versatile approach to conflict management.

Conclusion

So you’ve observed the different conflict styles with the TKI! Don’t just keep this knowledge; make use of it as a personal aide to help you handle workplace issues. Remember that disagreement will always occur, but you can now manage it like a superior. Feeling pressured by a teammate? Instead of going all-out “competing,” try to establish a “compromise” that benefits everyone. Is a tight deadline approaching? To get things done efficiently, drop your regular manner and focus on “collaboration”. The next time a conflict arises, you’ll be prepared to handle it with confidence.  

If the Thomas-Kilmann model has given you greater self-awareness, it may also be the right time to consider how those insights can translate into stronger leadership behaviours. Kapable helps you explore whether its learning experience matches that objective.