How Can The Thomas-Kilmann Conflict Mode Instrument (TKI) Profile & Interpretive Report Help You?

The Thomas-Kilmann Conflict Mode Instrument (TKI) is the leading tool for team-building, supervisory and management training, and negotiation preparation in regard to conflict management. Conflict should not be viewed as an argument, but more so as a situation in which people’s concerns appear to be conflicting or, similarly, a clash of passionate preferences.

This instrument reports an individual’s preference for handling conflict by measuring their assertiveness and cooperativeness when an opportunity to utilize these behaviors unfolds. The TKI measures these behaviors by modes of competing, collaborating, compromising, avoiding, and accommodating.

There is no one best approach to how an individual may respond to conflict, but the understanding of personal preferred style and preferential behavioral patterns of others can improve effectiveness in team settings. This assessment has been developed for validity and reliability for over 60 years.

In order to fully understand or have the possibility to modify one’s conflict resolution behavior, it is important for them to learn about all five behavioral styles. Each of the conflict resolution styles can be appropriate for different circumstances.

Conflict Handling Modes of the TKI

Competing is a conflict management behavior in which an individual will use a dispute to gain authority over another. This mode is useful when the conflict is between an Executive level employee and his or her subordinate. The opposite of this conflict management style is Accommodating.

This behavioral tool is used best when a member of the confrontation presents a passion which the others are willing to concede their personal desires for, in order to benefit the company. Collaborating is a mode of resolution which benefits all participants.

This behavioral tool can serve best when teams must work together to find a permanent solution as a substitute for a hasty decision. Its behavioral counterpart, Compromising, is a tool in which each party must “give a little to get a little”, benefiting all participants as long as no harm will present itself from its implication.

Lastly, avoiding is ignoring the issue with an expectancy of the conflict dissipating on its own. Avoiding may come across as a useless conflict management tool, as a resolution is not actualized, then again it will have its rightful place given the appropriate situation. For example, tabling certain conflicts in order to research details useful in its resolve, or to simply disengage from a hostile situation.

Successful Conflict Management

As a member of a supervisory or management team, having the understanding and appreciation for all conflict management modes will be foundational in building a successful team, as well as an enjoyable work environment.

The ultimate goal is to satisfy all team members concerns to improve an organization’s bottom line. Often, we innately will be fond of one method of resolution over another, and the TKI Profile and Interpretive Report will provide feedback and help you consider how appropriate your use of the five modes is for your circumstances.

Effective conflict management most often will lead to team efficiency, constructive time-management, innovative decision making, and employee retention as a result of work culture satisfaction.

Reference:
Introduction to Conflict Management (Kenneth W. Thomas, 2002, CPP Inc.)