Leadership Strategy: Five Conflict Handling Modes

Leadership Strategy: Five Conflict Handling Modes Thomas-Kilmann Conflict Mode Instrument (TKI)

The Thomas-Killman Conflict Mode Instrument • In conflict situations, behavior is described across two basic dimensions: • Assertiveness – the extent to which the individual attempts to satisfy his/her own concerns • Cooperativeness – the extent to which the individual attempts to satisfy the other person’s concerns • These two basic dimensions of behavior can be used to define five specific methods of dealing with conflict • Competing • Collaborating • Compromising • Avoiding • Accommodating

The Conflict Grid Competing Collaborating Assertive Compromising Assertiveness Avoiding Accommodating Unassertive Cooperative Cooperative Uncooperative

Competing Style • Competing is assertive and uncooperative – a power oriented mode • Individual pursues his or her own concerns at the other person’s expense • Uses whatever power seems appropriate to win his or her position – the ability to argue, rank, economic sanctions, etc. • Examples of competing style: • Standing up for your rights • Defending a position you believe is correct • Simply trying to win For those with a COMPETING conflict style – The Goal is to WIN!

Accommodating Style • Accommodating is unassertive and cooperative – the opposite of competing • Individual neglects his or her own concerns to satisfy the concerns of the other person • Element of self-sacrifice • Examples of accommodating style: • Selfless generosity or charity • Obeying another person’s order when you would prefer not to • Yielding to another person’s point of view For those with an ACCOMODATING conflict style – The Goal is to YIELD!

Avoiding Style • Avoiding is unassertive and uncooperative • Individual does not immediately pursue his or her own concerns or the concerns of the other person • Does not address the conflict • Examples of avoiding style: • Diplomatically side-stepping an issue • Postponing an issue until a better time • Withdrawing from a threatening situation For those with an AVOIDING conflict style – The Goal is to DELAY!

Collaborating Style • Collaborating is both assertive and cooperative – the opposite of avoiding • Individual attempts to work with the other person to find a solution that fully satisfies the concerns of both • Involves digging into an issue to identify the underlying concerns of the individuals • Involves creativity to find or create an alternative that meets both sets of concerns • Examples of collaborating style: • Exploring a disagreement to learn from each other’s insights • Resolving some condition that would otherwise have them competing for resources • Confronting and trying to find a creative solution to an interpersonal problem For those with an COLLABORATING conflict style – The Goal is to FIND A WIN-WIN SOLUTION!

Compromising Style • Compromising is intermediatein bothassertive and cooperative – the middle ground between competing and accommodating Individual attempts to work with the other person to find a solution that fully satisfies the concerns of both • Objective is to find an expedient, mutually acceptable solution that partially satisfies both parties. • Involves giving up more than competing, but less than accommodating • Involves addressing an issue more directly than avoiding but doesn’t explore it as much as collaborating • Examples of compromising style: • Splitting the difference • Exchanging concessions • Seeking a quick middle ground position For those with an COMPROMISING conflict style – The Goal is to FIND A MIDDLE GROUND!

When To Use Each Conflict Style • Use the Competing Style: • When a quick, decisive action is vital (Ex. Emergency) • On important issues where unpopular courses of actions need to be implemented (Ex. Cost cutting, Enforcing policies, Discipline) • On issues vital to the Company’s values when you know you are right • To protect yourself against people who take advantage of non-competitive behavior

When To Use Each Conflict Style • Use the Accommodating Style: • When you realize that you are wrong (Ex. To allow a better position to be considered, To learn from others, To show you are reasonable) • When the issue is much more important to the other person than it is to you (Ex. As a goodwill gesture to help maintain a cooperative relationship) • To build up social credits for later issues that are important to you • When continued competition would only damage your cause (Ex. When you are out-matched and losing) • When preserving harmony and avoiding disruption are especially important • To aid in the managerial development of your employees by allowing them to experiment and make their own mistakes

When To Use Each Conflict Style • Use the Avoiding Style: • When an issue is trivial or of only passing importance, or when other, more important issues are pressing • When you perceive no chance of satisfying your concerns (Ex. When you have low power; When you are concerned with something that would be very difficult to change) • When the potential costs of confronting a conflict outweigh the benefits of its resolution • To let people cool down – to reduce tensions to a productive level and regain perspective / composure • When gathering more information outweighs the advantages of an immediate solution • When others can resolve the conflict more effectively • When the issue seems to be coming from a more basic issue

When To Use Each Conflict Style • Use the Collaborating Style: • To find an integrative solution when the concerns of both parties are too important to be compromised • When your objective is to learn (Ex. Test your own assumptions, Understand the views of others) • To merge insights from people with different perspectives on a problem • To gain commitment by incorporating others’ concerns into a consensual decision • To work through hard feelings that have been interfering with an interpersonal relationship

When To Use Each Conflict Style • Use the Compromising Style: • When goals are moderately important but not worth the effort or the potential disruption involved in using more assertive modes • When two opponents with equal power are strongly committed to mutually exclusive goals – as in labor-management bargaining • To achieve temporary settlements to complex issues • To arrive at an expedient solution under time pressure • As a back-up mode when collaboration or competition fails

Leadership Strategy: Five Conflict Handling Modes