Conflict in the workplace
What is Conflict?
The elements of conflict
What makes conflict positive or negative?
Handling conflict
Introducing the Thomas-Kilmann Conflict Mode Instrument (TKI)
The conflict-handling modes
Applications of the Thomas-Kilmann Conflict Mode Instrument
Benefits of the Thomas-Kilmann Conflict Mode Instrument
What is Conflict?
Conflict is something we face on a daily basis. It is an inevitable aspect of working life which arises from situations when individual's or group's attitudes, beliefs, values or needs appear to be incompatible. Conflict can also originate from past rivalries and personality differences.
Surveys show that managers spend about a quarter of their time handling conflict1. They have to negotiate over resources, handle agreements over policies, deal with complaints, enforce rules, and manage the inevitable frictions and resentments that occur between people.
Many people make the mistake of equating conflict with fighting, arguing, blaming, name-calling, and so on. This makes conflict seem like a dangerous and destructive thing. However, once you recognise that conflict is simply a condition in which people's concerns appear to be incompatible, it becomes clear that fighting is only one way of dealing with it.
It is important to understand that we have choices in how we deal with conflict. It is vital that we control the conflict process through our choices, so that we can manage it constructively.
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The elements of conflict
There are five main elements which may result in conflict situations. The first is needs, which are things that are essential to our well-being. They should not be confused with desires which are things we would like but are not essential to our well-being. Conflict may arise when we ignore others' needs, our own needs or the needs of a group.
Another ingredient is values, which are beliefs or principals we consider to be very important. Serious conflict emerges when people hold a diverse range of values or when values are not clear.
Conflict may also arise from someone feeling that a certain problem or situation is more or less severe than other people feel it is, or if a problem has different consequences for different people. This stems from people's perceptions and these will differ depending on the person and the situation.
Feelings and emotions can have a major influence over how conflict is dealt with. Conflict can also appear because people ignore their own or others' feelings and emotions, or when feelings and emotions differ over a particular issue.
Finally, power, especially how people define and use that power is an important influence on the number and types of conflicts that occur. It also has an effect on how conflicts are managed. Conflicts can often arise when people try to influence others to change their actions or to gain an unfair advantage.
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What makes conflict positive or negative?
Conflict is not good or bad in itself and is not always negative. In fact, it can be positive when managed effectively.
Positive outcomes can result from more effective conflict management and can lead to organisational growth and innovation and new ways of thinking. Conflicts that surface may resolve key issues for a team, resulting in producing high-quality decisions. Successfully resolving conflict issues can also remove sources of tension, strengthening work relationships and group cohesiveness.
The key factor in achieving positive conflict outcomes is how these conflicts are handled. Research shows that the conflict-handling modes used may have a greater impact on effectiveness than the amount of conflict or differences within groups.2 If the conflict is understood, it can be effectively managed by reaching a consensus that meets both the individual's and organisation's needs. This results in mutual benefits and strengthens people's relationships. The ideal situation is for everyone to “win” by having at least some of their needs met.
Negative outcomes are all too familiar to most people and may result in poor decisions or in deadlocks that produce no decisions. Conflicts can be a waste of time and energy and can create resentment which damages working relationships. If they persist, these outcomes can lead to discouragement and apathy. Other related costs include lost productivity, sickness absence and higher staff turnover.
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Handling conflict
With employers relying heavily on their HR practitioners for advice on how to resolve many of these situations internally, the pressure to find an effective intervention has never been greater. There are many ways that conflict can be handled, and there is no right or wrong way: each situation is different and it is important to adjust our conflict-handling style when appropriate. The way conflict is managed affects performance, and it is therefore important that individuals are able to resolve matters positively and productively.
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Introducing the Thomas-Kilmann Conflict Mode Instrument (TKI)
The Thomas-Kilmann Conflict Mode Instrument is the leading measure of conflict-handling modes and is a self-report questionnaire designed to measure your tendencies in dealing with interpersonal conflict. It was developed by Kenneth Thomas and Ralph Kilmann in the early 1970s. The instrument was originally developed as a research tool, but it soon became clear that it was also a powerful training tool. It allows people to appreciate the value of their own conflict styles, but also to learn the value of other styles, allowing people to build on their strengths.
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The conflict-handling modes
The Thomas-Kilmann Conflict Mode Instrument is based on the theory that there are five different conflict-handling modes. These are:
Competing: You try to satisfy your own concerns at the other person's expense. The goal is 'to win'.
Avoiding: You sidestep the conflict without trying to satisfy either person's concerns. The goal is 'to delay'.
Compromising: You try to find an acceptable settlement that only partially satisfies both people's concerns. The goal is 'to find a middle ground'.
Collaborating: You try to find a win-win solution that completely satisfies both people's concerns. The goal is 'to find a win-win solution'.
Accommodating: You attempt to satisfy the other person's concerns at the expense of your own. The goal is 'to yield'.
Each of these five conflict-handling modes is useful in different situations and all of them have costs and benefits. They can all be highly effective when used in the right circumstances and when applied skilfully.
Everyone is capable of using each of these five modes interchangeably but will typically use some more readily than others. The reason for this may be because that mode has worked well for them in the past or because they are comfortable using it. The danger with this approach is that they can become over-reliant on this mode and may therefore ignore what could in fact be a more effective method of handling the situation.
The instrument measures the extent to which individuals typically use each of these conflict-handling modes. Completion of the questionnaire should always be followed by a feedback session, allowing the individual to discuss the results and helping them to understand the context in which each mode can be either an advantage or a disadvantage.
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Applications of the Thomas-Kilmann Conflict Mode Instrument
The Thomas-Kilmann Conflict Mode Instrument has many applications other than simply conflict resolution and can be administered as a stand-alone tool by individuals, as part of a group learning process, or as part of a structured workshop:
Leadership development: As people move into leadership roles, they need to develop the ability to make crucial decisions in situations which may involve conflict. The use of this instrument prepares them for using the different conflict-handling modes successfully.
Performance improvement: The performance of an employee may be hindered if they are using the conflict-handling modes ineffectively. For example, if they are overly contrasting uses of the competing and accommodating modes, they may find that in accounting for other people's wishes, the value that they could bring to the organisation is lost.
Team building: If all members of a team are inclined to use a competitive mode of conflict handling, there may be difficulty reaching decisions quickly and effectively. Using this instrument with each member of the team will highlight if this is likely to occur.
Increased employee satisfaction: When poor conflict management is restricting an employee's job performance they may ultimately feel demoralised. Discussion of their conflict handling style will make them aware of this and can be the catalyst for developing other modes.
Change management: The instrument can be effective when an individual or organisation is going through a period of change as often during this change people's values and beliefs differ and this could lead to unnecessary conflict situations.
Enhanced communication: The instrument can help people to appreciate the value of their own conflict styles, but also to learn the value of other styles, allowing people to build on their strengths and therefore enhancing communication within a team.
Stress counselling: Individuals can learn how to handle a stressful situation in the most effective way possible using this instrument.
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Benefits of the Thomas-Kilmann Conflict Mode Instrument
There are many benefits of using the Thomas-Kilmann Conflict Mode Instrument including the following:
- It is quick and easy to use and score
- It is extremely versatile, having many applications and administration options
- It enables a facilitator to discuss conflict in a secure and productive manner
- The theory is easy for participants to grasp and it is effective in quickly orienting them to the value of well-managed conflict
- A further benefit to the practitioner is that the instrument consists of open access materials and therefore no psychometric test training is required for its purchase or use.
The instrument is perhaps less well known than other psychometric instruments, however, it provides value for individuals, teams and organisations either as a stand-alone tool or used in conjunction with other tools, such as Myers-Briggs Type Indicator® (MBTI®) questionnaire.
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For further information on the Thomas-Kilmann Conflict Mode Instrument or to place an order, please contact our Client Support Team on:
+44 (0)1865 404 500 or by email at: enquiry@opp.eu.com
1 Introduction to Conflict Management – Improving Performance Using the TKI, Kenneth W. Thomas, 2002
2 Introduction to Conflict and Teams – Enhancing Team Performance Using the TKI, Kenneth W. Thomas and Gail Fann Thomas, 2004 |