Conflict management solutions

1. Conflict Management
Thomas-Kilmann Conflict Mode

2. Team 1 Members
Abhilash Jha
Aakar Joshi
Alida P Issac
Amritesh Khare
Amit kumar Mishra
Ankita Saxena
Angith Madhu
Arnav Bhargava
A Tejasri
Aromal J Lal

3. Introduction
Conflict is a struggle between at least two parties
who perceive they have incompatible goals.

4. Conflict and How it Comes
Conflict is clash or struggle between people which may be
physical or between conflicting ideas. Conflict comes when
if a person can not agree on some idea. Conflict is a normal
part of life and there are many issues that could cause
conflicts to arise within community organisations. Conflict
can occur between employees, committee members,
ordinary members, volunteers, clients or the community.

5. How Conflict Comes
Reason of conflict can be different to situation like:
⚫Misunderstandings
⚫Poor communication
⚫Lack of planning
⚫Frustration, stress and burnout

6. Effects of Conflict
Positive Effects Negative Effects
⚫ Diffuses more serious
conflicts
⚫ Stimulates a search for new
facts or resolutions
⚫ Increases group cohesion and
performance
⚫ Demonstrates measure of
power or ability
⚫ Hinders smooth working
⚫ Hampers the decision
making process
⚫ Causes the formation of
competing coalitions
⚫ Reduces productivity

7. How to Solve Conflicts
There are two theories which gives solution for conflict solving:
⚫ Traditional Theory
⚫ Contemporary Theory
In the 1970s Kenneth Thomas and Ralph Kilmann developed a
model of conflict, describing conflict as the condition in which
people’s concerns are incomparable.

8. How to Solve Conflicts
The Thomas Kilmann model identifies two dimensions:
⚫Assertiveness: Degree to which you try to satisfy your
own needs.
⚫Cooperativeness: Degree to which you try to satisfy the
other person’s concerns.
We must balance both this dimensions for conflict
management and getting positive effects of conflicts.

9. Thomas-Kilmann
Developers of Thomas - Kilmann conflict mode Instrument:
⚫Kenneth W Thomas
⚫Ralph Kilmann
Both were professors at University of Pittsburgh
Inspired by the Managerial Grid Model of Blake and
Mouton, the two researchers developed a model (TKI) that
people at any level in an organisation could use to deal with
conflict effectively.

10. Thomas-Kilmann
Kenneth W Thomas, Ph.D
⚫Internationally reputed researcher, author, and developer
of training materials.
Ralph Kilmann, Ph.D
⚫CEO and senior consultant at Kilmann Diagnostics in
Newport Coast, California.
TKI has sold over 6 million copies and is available in many
languages.

11. Modes of Thomas-Kilmann
⚫Five conflict handling modes
⚫Competing
⚫Collaborating
⚫Compromising
⚫Avoiding
⚫Accommodating
⚫Each mode has two dimensions

12. Modes of Thomas-Kilmann (Contd)

13. Competing
Competing is assertive and uncooperative—participant seek to
reach their own concerns at the expense of other individuals.
⚫ Power-oriented mode—Power used to win position and
expectations.
⚫ Quick decisive action—Emergency.
⚫ However continued use—create resentment
Example: If you are a manager of some project and you approach
the board to ask for the budget, then here competing is required
in the individual. So that he gets the desired budget for his
project.

14. Collaborating
Collaborating is also called ‘win/win’ strategy. It strives to make
both the sides satisfied.
Collaborating requires an open discussion of all the issues and
concerns, exploration of alternate solutions and honesty and
commitment from both sides.
Example: Two marketing managers disputing over which team
would take a lead. If no solution can be found, a collaborative
effort might be the creation of a team that both managers can
contribute to and co-lead. The diversity and concentration of
talent of the teams can lead to better results.

15. Compromising
Compromising -Trying to find an acceptable settlement
that only partially satisfies both people’s concern.
⚫Intermediate to assertiveness and cooperativeness.
⚫Objective - find a mutually acceptable solution.
⚫Partially satisfies.
⚫Middle ground.
⚫Direct
⚫Example : what to watch on netflix

16. Avoiding
Avoiding is unassertive and uncooperative—the person neither
pursues his own concerns nor those of the other individual. Thus
he does not deal with the conflict. Avoiding might take the form
of diplomatically sidestepping an issue, postponing an issue until
a better time, or simply withdrawing from a threatening situation.
Avoiding is effective:
⚫ When the issue is relatively trivial.
⚫ When you know you can’t be satisfied.
⚫ When the costs of conflict outweigh the benefits of resolution.
⚫ When it’s important to have more information.
⚫ When others can resolve the issue more effectively.

17. Accommodating
Accommodation is unassertive and cooperative—the
opposite of competing. When accommodating, an individual
neglects his or her own concerns to satisfy the concerns of
the other person; there is an element of self-sacrifice in this
mode.
When is Accommodating Appropriate?
⚫When preserving or building the relationship is more
important than winning the issue at hand.
⚫When supporting the needs of the other party is feasible,
appropriate and does not come at significant personal
cost.
⚫When a person realizes that they are wrong and that the
alternate position is better.

18. Conclusion
"Teamwork begins by building trust. And the only way to do
that is to overcome our need for invulnerability." – Patrick
Lencioni
⚫Success of company depends on teamwork.
⚫The conflict is bound to happen in a team
⚫Conflict management tools or techniques are adopted
⚫TKI : provides insight into an individual’s typical response
to conflict situation using 5 conflict handling techniques

19. Conclusion (Contd..)
"Alone we can do so little; together we can do so much." –
Helen Keller
⚫TKI reframe and defuse conflict, creating more
productive outcome