{"id":39842,"date":"2025-10-14T13:49:52","date_gmt":"2025-10-14T13:49:52","guid":{"rendered":"https:\/\/certifeka-edu.com\/programs\/personal-development-leadership-professional-certificate-2\/lessons\/lesson-1-tki-conflict-model-3\/"},"modified":"2025-10-14T13:49:52","modified_gmt":"2025-10-14T13:49:52","slug":"lesson-1-tki-conflict-model-3","status":"publish","type":"lesson","link":"https:\/\/certifeka-edu.com\/ar\/programs\/sample-course\/lessons\/lesson-1-tki-conflict-model-3\/","title":{"rendered":"lesson 1: TKI conflict model"},"content":{"rendered":"

\"\"\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/p>\n

Lesson 1: Describing futures with clarity<\/h2>\n

The Thomas-Kilmann Conflict Mode Instrument<\/h3>\n

Now that you have been introduced to the levels of conflict, how can you deal with it? There are various ways of dealing with conflicts but we’ll make it as simple as possible by introducing a very useful technique, the Thomas Kilman conflict mode instrument or TKI<\/h5>\n
The Thomas-Kilmann Conflict Mode Instrument is an assessment tool that helps measure an individual’s behavior in conflict situations.<\/h5>\n
The assessment takes less than 15 minutes to complete and provides feedback to an individual about how effectively they can use five different conflict-handling modes.<\/h5>\n
TKI helps leaders understand how individual or team dynamics are affected by each of the modes, as well as helping leaders decide on which mode to employ in different conflict situations (Kilmann & Thomas, n.d.).<\/h5>\n
The TKI is based on two dimensions of behavior that help characterize the five different conflict-handling modes.<\/h5>\n
The first dimension is assertiveness, and this describes the extent to which a person will try to fulfill their own concerns. The second is cooperativeness, and this describes the extent to which a person will try to fulfill others’ concerns.<\/h5>\n
The five conflict-handling modes fall within a scale of assertiveness and cooperativeness as shown in the figure below. They include: avoiding, accommodating, competing, collaborating, and compromising (Loehr, 2017b; Kilmann & Thomas, n.d.).<\/h5>\n

\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\"\"\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/p>\n

Let’s take each one and explain it:<\/h5>\n
\n\n\t\t\t\t\t Avoiding
\n\t\t\t<\/path><\/svg>
\n\t\t\t<\/path><\/svg>
\n\t\t\t\t\t\t<\/summary>\n
Low assertiveness and low cooperativeness = Avoiding = Let the situation resolve itself
The leader withdraws from the conflict, and therefore no one wins.
They do not pursue their own concerns nor the concerns of others.
In many cases, avoiding conflict may be effective and beneficial, but on the other hand, it prevents the matter from being resolved and can lead to larger issues.
Situations when this mode is useful to include: when emotions are elevated and everyone involved needs time to calm down so that productive discussions can take place, the issue is of low importance,
the team is able to resolve the conflict without participation from leadership, there are more important matters that need to be addressed, and the benefit of avoiding the conflict outweighs the benefit of addressing it.
This mode should not be used when the conflict needs to be resolved in a timely manner and when the reason for ignoring the conflict is just that (Loehr, 2017a; Mediate.com; Kilmann & Thomas, n.d.).<\/h5>\n<\/details>\n
\n\n\t\t\t\t\t Contending
\n\t\t\t<\/path><\/svg>
\n\t\t\t<\/path><\/svg>
\n\t\t\t\t\t\t<\/summary>\n
High assertiveness and low cooperativeness = Contending = I win, regardless.
The leader fulfills their own concerns at the expense of others.
The leader uses any appropriate power they have to win the conflict.
This is a powerful and effective conflict-handling mode and can be appropriate and necessary in certain situations.
The misuse of this mode can lead to new conflict; therefore, leaders who use this conflict-handling mode need to be mindful of this possibility so that they are able to reach a productive resolution.
Situations when this mode is useful to include: an immediate decision is needed, an outcome is critical and cannot be compromised, strong leadership needs to be demonstrated, unpopular actions are needed, when a company or organisational welfare is at stake, and when self-interests need to be protected.
This mode should be avoided when: relationships are strained and may lead to retaliation, the outcome is not very important to the leader, it may result in weakened support and commitment from followers, and when the leader is not very knowledgeable of the situation (Loehr, 2017b; Mediate.com; Kilmann & Thomas, n.d.)<\/h5>\n<\/details>\n
\n\n\t\t\t\t\t Collaborating
\n\t\t\t<\/path><\/svg>
\n\t\t\t<\/path><\/svg>
\n\t\t\t\t\t\t<\/summary>\n
High assertiveness and high cooperativeness = Collaborating = Win-Win
In this mode both individuals or teams win the conflict.
The leader works with the team to ensure that a resolution is met that fulfills both of their concerns.
This mode will require a lot of time, energy, and resources to identify the underlying needs of each party.
This mode is often described as “putting an idea on top of an idea on top of an idea” to help develop the best resolution to a conflict that will satisfy all parties involved.
The best resolution in this mode is typically a solution to the conflict that would not have been produced by a single individual.
Many leaders encourage collaboration because not only can it lead to positive outcomes, but more importantly it can result in stronger team structure and creativity.
Situations when this mode is useful to include: the concerns of parties involved are too important to be compromised, identifying and resolving feelings that have been interfering with team dynamics, improving team structure and commitment, to merge ideas from individuals with different viewpoints on a situation, and when the objective is to learn.
This mode should be avoided in situations where time, energy and resources are limited, a quick and vital decision needs to be made, and the conflict itself is not worth the time and effort (Loehr, 2017b; Mediate.com; Kilmann & Thomas, n.d.).<\/h5>\n<\/details>\n
\n\n\t\t\t\t\t Compromising
\n\t\t\t<\/path><\/svg>
\n\t\t\t<\/path><\/svg>
\n\t\t\t\t\t\t<\/summary>\n
Moderate assertiveness and moderate cooperativeness = Compromising = Middle ground
It is often described as “giving up more than one would want” to allow for each individual to have their concerns partially fulfilled.
This can be viewed as a situation where neither person wins or loses, but rather as an acceptable solution that is reached by either splitting the difference between the two positions, trading concerns, or seeking a middle ground.
This can be a result of the team knowing that their leader will compromise during negotiations.
Compromising can also lead to a less optimal outcome because less effort is needed to use this mode.
Situations when this mode is effective include: a temporary and\/or quick decision to a complex issue is needed, the welfare of the organisation will benefit from the compromise of both parties, both parties are of equal power and rank, when other modes of conflict-handling are not working, and when the goals are moderately important and not worth the time and effort.
This mode should be avoided when partial satisfaction of each party’s concerns may lead to propagation of the issue or when a leader recognizes that their team is taking advantage of their compromising style (Loehr, 2017b; Mediate.com; Kilmann & Thomas, n.d.).<\/h5>\n<\/details>\n
Low assertiveness and low cooperativeness = Avoiding = Let the situation resolve itself
The leader withdraws from the conflict, and therefore no one wins.
They do not pursue their own concerns nor the concerns of others.
In many cases, avoiding conflict may be effective and beneficial, but on the other hand, it prevents the matter from being resolved and can lead to larger issues.
Situations when this mode is useful to include: when emotions are elevated and everyone involved needs time to calm down so that productive discussions can take place, the issue is of low importance,
the team is able to resolve the conflict without participation from leadership, there are more important matters that need to be addressed, and the benefit of avoiding the conflict outweighs the benefit of addressing it.
This mode should not be used when the conflict needs to be resolved in a timely manner and when the reason for ignoring the conflict is just that (Loehr, 2017a; Mediate.com; Kilmann & Thomas, n.d.).<\/h5>\n
High assertiveness and low cooperativeness = Contending = I win, regardless.
The leader fulfills their own concerns at the expense of others.
The leader uses any appropriate power they have to win the conflict.
This is a powerful and effective conflict-handling mode and can be appropriate and necessary in certain situations.
The misuse of this mode can lead to new conflict; therefore, leaders who use this conflict-handling mode need to be mindful of this possibility so that they are able to reach a productive resolution.
Situations when this mode is useful to include: an immediate decision is needed, an outcome is critical and cannot be compromised, strong leadership needs to be demonstrated, unpopular actions are needed, when a company or organisational welfare is at stake, and when self-interests need to be protected.
This mode should be avoided when: relationships are strained and may lead to retaliation, the outcome is not very important to the leader, it may result in weakened support and commitment from followers, and when the leader is not very knowledgeable of the situation (Loehr, 2017b; Mediate.com; Kilmann & Thomas, n.d.)<\/h5>\n
High assertiveness and high cooperativeness = Collaborating = Win-Win
In this mode both individuals or teams win the conflict.
The leader works with the team to ensure that a resolution is met that fulfills both of their concerns.
This mode will require a lot of time, energy, and resources to identify the underlying needs of each party.
This mode is often described as “putting an idea on top of an idea on top of an idea” to help develop the best resolution to a conflict that will satisfy all parties involved.
The best resolution in this mode is typically a solution to the conflict that would not have been produced by a single individual.
Many leaders encourage collaboration because not only can it lead to positive outcomes, but more importantly it can result in stronger team structure and creativity.
Situations when this mode is useful to include: the concerns of parties involved are too important to be compromised, identifying and resolving feelings that have been interfering with team dynamics, improving team structure and commitment, to merge ideas from individuals with different viewpoints on a situation, and when the objective is to learn.
This mode should be avoided in situations where time, energy and resources are limited, a quick and vital decision needs to be made, and the conflict itself is not worth the time and effort (Loehr, 2017b; Mediate.com; Kilmann & Thomas, n.d.).<\/h5>\n
Moderate assertiveness and moderate cooperativeness = Compromising = Middle ground
It is often described as “giving up more than one would want” to allow for each individual to have their concerns partially fulfilled.
This can be viewed as a situation where neither person wins or loses, but rather as an acceptable solution that is reached by either splitting the difference between the two positions, trading concerns, or seeking a middle ground.
This can be a result of the team knowing that their leader will compromise during negotiations.
Compromising can also lead to a less optimal outcome because less effort is needed to use this mode.
Situations when this mode is effective include: a temporary and\/or quick decision to a complex issue is needed, the welfare of the organisation will benefit from the compromise of both parties, both parties are of equal power and rank, when other modes of conflict-handling are not working, and when the goals are moderately important and not worth the time and effort.
This mode should be avoided when partial satisfaction of each party’s concerns may lead to propagation of the issue or when a leader recognizes that their team is taking advantage of their compromising style (Loehr, 2017b; Mediate.com; Kilmann & Thomas, n.d.).<\/h5>","protected":false},"comment_status":"open","ping_status":"closed","template":"","class_list":["post-39842","lesson","type-lesson","status-publish","hentry"],"yoast_head":"\nlesson 1: TKI conflict model - Certifeka-edu<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/certifeka-edu.com\/ar\/programs\/sample-course\/lessons\/lesson-1-tki-conflict-model-3\/\" \/>\n<meta property=\"og:locale\" content=\"ar_AR\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"lesson 1: TKI conflict model - Certifeka-edu\" \/>\n<meta property=\"og:description\" content=\"Lesson 1: Describing futures with clarity The Thomas-Kilmann Conflict Mode Instrument Now that you have been introduced to the levels of conflict, how can you deal with it? 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