The avoiding style of handling conflict reflects assertiveness to get ones own way.

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The Thomas-Kilmann Conflict Mode Instrument (TKI) is a superb tool that helps clients identify and break unresourceful patterns in handling conflict with others. For more than four decades, TKI has been the leading conflict resolution assessment.

Created by Ralph H. Kilmann, Ph.D., and Kenneth W. Thomas, Ph.D., TKI measures the way conflict is handled in relation to two behavioral dimensions: Assertiveness (the degree to which one satisfies their own concerns) and Cooperativeness (the degree to which one satisfies another person’s concerns).

The above two dimensions define the following five TKI conflict handling modes:

• Competing (High Assertiveness and Low Cooperativeness) – Involves standing one’s ground, focusing on winning an argument/debate, etc.
• Collaborative (High Assertiveness and Cooperativeness) – Involves working with others to find solutions that will result in a win-win situation
• Compromising (Moderate Assertiveness and Cooperativeness) – Involves working with others to find middle ground and settling on an agreement regarding the solution
• Avoiding (Low Assertiveness and Cooperativeness) – Involves choosing not to engage in conflict
• Accommodating (Low Assertiveness and High Cooperativeness) – Involves a level of self-sacrifice by giving in, placating, etc.

Everyone has the capacity to use each of the five modes; however, in my experience, most tend to primarily use one to three modes consistently.

Coaching helps clients break unresourceful patterns of behaviors and adapt new, effective ones. That can be accomplished through awareness of one’s preferred TKI conflict handling mode(s)—as well as the remaining modes not typically accessed. Coaching often focuses on developing the capacity to slow down, assess the situation at hand and mindfully choose which TKI mode would likely be the most effective in the situation.  This results in shifting to an empowered response versus knee-jerk reaction.

Whether in an individual or group setting, coaching can help clients explore when using each of the five modes may, or may not be, effective in conflict situations. From basic coaching questions, clients discover the following, drawing on their work-life examples.

While collaborating or compromising are typically deemed the best approaches to conflict through coaching with TKI, insight is gained in the realization that any one of the five modes can be the most effective approach to use, depending on the situation.

Clients consistently realize and appreciate that it can be ineffective to use only one of the five modes in handling all conflict situations and that their least used modes present stretch opportunities for growth.

Through coaching with TKI, clients quickly realize the value, and their capacity, in leveraging different levels of assertive and cooperative behaviors through the five modes to match the situation at hand.

Imagine a world where everyone used TKI in conflict situations—what a wonderful world it would be!

© Carolyn Hamilton-Kuby

MODULE 2: MANAGING TEAMS

Leaning Objectives:

Compare group and teams

Describe 4 most common types of teams

Describe characteristics of an effective team

Identify the stages of team development

Explain how planning, organising, leading and controlling concepts can be applied to team management.

Outline at least one way that teams can become more effective

THE VALUE OF TEAM

WHAT IS A TEAM

-A team is a unit of two or more people who interact and coordinate their work to accomplish a common specific goal

-Has four components.

oGroup of 2 or more people

oPeople in a team have regular interaction and influence each other. - interdependent

oShare a performance goal/ exist to fulfill a purpose

oCommitted to the goal and hold themselves mutually accountable for performance.

oPerceive themselves as a social entity

Difference between GROUPS and TEAMS

-Although a team is a group of people, the terms ‘team’ and ‘group’ are not interchangeable.

-An employer, a teacher or a coach can put together a group of people and never build a team.

-The team concept implies a sense of shared mission and collective responsibility.

-Work Group- A group who interacts primarily to share information and to make decisions to help one another perform within each member’s area of

responsibility

-Work Team- Generates positive synergy through coordinated effort, individual efforts result in a level of performance that is greater than the sum of

those individual inputs

GROUPTEAM

Has a designated strong leader / 1 leader in charge

Holds individuals accountable

Sets identical purpose for group and organisation

Has individual work products

Runs efficient meetings

Measures effectiveness indirectly by influence on business (e.g financial

performance)

Shares or rotates leadership roles

Holds team members accountable to each other

Sets specific team vision or purpose

Has collective work products

Runs meetings that encourage open-ended discussion, problem solving

Measures effectiveness directly by assessing collective work

Which style of conflict handling reflects a moderate amount of both assertiveness and cooperativeness?

When quick decisive action is vital on important issues the style of handling conflict in a team is appropriate?

During which stage of team development is a leader's role to encourage participation by each team member and help people find their common vision and values?

Which of the following occurs when people go along with others for the sake of harmony?