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Transcript of Conflict Resolution
FOUR TIPS FOR MANAGEING CONFLICT
WHAT IS CONFLICT RESOLUTION?
This presentation will take you through the different types of conflict, what may cause conflict, the Thomas-Kilmann Conflict Mode Instrument (TKI) and finally strategies to assist with resolving conflict.
TYPES OF CONFLICT
CAUSES OF CONFLICT
Thomas-Kilmann Conflict Mode Instrument (TKI)
Conflict has been a part of human interaction since the beginning of time. Whether that be the cave men fighting over hunting and gathering of food, through to our favourite comic villains and heroes, there has always been a struggle between personal beliefs, wants and needs that ultimately ends in the disagreement between two parties, resulting in conflict.
Brown, J G 2012, ‘Empowering Students to Create and Claim Value through the Thomas-Kilmann Conflict Mode Instrument’, Negotiation Journal, vol. 28, no. 1, pp. 79-91
Conflict Resolution – Resolving conflict rationally and effectively 2014, Mind Tools.com, viewed 3 September 2015, <http://wwwmidtools.com/pages/article/newLDR_81.htm>
Conflict Resolution 2015, Skillsyouneed.com, viewed 5 September 2015, < http://www.skillsyouneed.com/ips/conflict-resolution.html>
CPP. Inc 2014, Four Tips for Managing Conflict, 5 March, viewed 27 August 2015, <https://www.youtube.com/watch?v+QJiJ95mHftE>
JamBerryLtd 2011, Managing Conflict – Thomas Kilmann Conflict Mode Instrument, 31 March, viewed 3 September 2015, <https:// www.youtube.com/watch?v=QFf88IVl_Wc>
Providing Information and Enhancing Skills – Training for Conflict Resolution, Community Toolbox.com, viewed 5 September 2015, < http://ctb.ku.edu/en/table-of-contents/implement/provide-information-enhance-skills/conflict-resolution/main>
Riasi, A & Asadzadeh, N 2015, ‘The relationship between principals’ reward power and their conflict management styles based on Thomas-Kilman conflict mode instrument’, Management Science Letters, vol. 5, no. 6, pp. 611-618
Shell, G R 2001, ‘Teaching Ideas: Bargaining Styles and Negotiation: The Thomas-Kilmann Conflict Mode Instrument in Negotiation Training’, Negotiation Journal, vol. 17, no. 2, pp. 155-174
Thomas, K & Kilmann, R 2009-2015, An Overview of the Thomas-Kilmann Conflict Mode Instrument (TKI), Kilmann Diagnostics, viewed 3 September 2015, <http://www.kilmanndiagnostics.com/overview-thomas-kilmann-conflict-mode-instrument-tki>
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STRATEGIES FOR RESOLVING CONFLICT
As the TKI model explains, people will naturally fall into one of five categories when they are faced with conflict (Thomas & Kilmann 2015). Whilst the TKI model suggests that our instinctive response may eliminate conflict, we are now going to look at Five Steps to Resolve Conflict when we appear to be at an impasse or are unable to identify that something may be wrong (MindTools 2014).
The Five Steps to Resolve Conflict
1. Set the Scene
2. Gather Information
3. Agree to the Problem
4. Determine Possible Solutions
5. Negotiate a Solution
Conflict is a natural part of any interaction we have with other people. By understanding what conflict is, what may cause conflict and the way in which we respond to conflict we are well on our way to being able to actively participate in the resolution of any conflict we may come to face in our lives.
The Thomas-Kilmann Conflict Mode Instrument (TKI) is a tool used for evaluating a person’s behaviour in situations of conflict (Thomas & Kilmann 2015) The TKI is made up of thirty pairs of statements which are designed “to be equal in social desirability” (Brown 2012, p. 82). This is in attempt to avoid bias within the subjects’ responses (Brown 2012, p. 82).
SET THE SCENE
DETERMINE POSSIBLE SOLUTIONS
• Poor communication: not passing the messages on time
• Different values/beliefs: feeding, respecting
• Competitions for the positions: room leader/assistants
• Burnout/stress /frustration
• Poor staff arrangements
• Non discussions regarding matters
• Personal Relationships
• Incompetent management
Conflict can be broken into three separate categories, ‘Personal’ which is used to describe the self-regard or other important aspects in the emotional spectrum such as ‘loyalty’, breach of confidence, perceived betrayal or lack of respect. ‘Instrumental conflicts’ are goals, structures, procedures and means, something fairly tangible and structural within the organization or for an individual.
‘Conflict of interest’ is means of achieving goals are distributed, such as time, money, space and staff. Other factors relate to these, such as relative importance, or knowledge and expertise. (Skillsyouneed 2015).
Once the subject has responded to all thirty statements, they attain a score that will place them in to one of five categories (Brown 2012, p. 82). Twelve statements within the original test represent each category; meaning the maximum score for any one category is twelve points (Shell 2001, p. 161).
The five categories as described by Thomas and Kilmann (2015) are:
1. Competing – The subject will pursues their own concerns at the expense of others. (Assertive and uncooperative)
2. Accommodating – Subject will neglect their own concerns in favour of satisfying the concerns of other parties. (Unassertive and cooperative)
3. Avoiding – Subject does not deal with conflict. They will not pursue the concerns of themself or others; they will ‘sidestep’ the issue. (Unassertive and uncooperative)
4. Collaborating – Subjects will work to find solutions to meet the concerns of all parties involved. (Assertive and cooperative)
5. Compromising – Similar to collaborating, but is more about finding a solution that is only partially satisfactory to all parties. (Assertive and cooperative)
The five categories can be applied to a graph allowing the description of an individual’s behaviour within two dimensions: assertiveness and cooperativeness (Thomas & Kilmann 2015). Finding the subjects category within the graph points to their style of conflict resolution.
Assertiveness refers to the level to which an individual is attempting to satisfy his or her own concerns (Riasi & Asadzadeh 2015, p. 613).
Cooperativeness refers to the level to which an individual is attempting to satisfy the concerns of the other parties involved (Riasi & Asadzadeh 2015, p. 613).
Setting the scene is the introductory stage of conflict resolution. It will assist those involved in establishing that conflict is present, how each participant feels about the situation and allows for the promotion of respect and courteous behaviour throughout the following stages.
It is during this stage that the notion of resolution through negotiation is first introduced to participants (Mindtools 2014).
Having identified the presence of conflict the next step is understanding the basis of this conflict.
Conflict can arise out of a number of situations and it is essential to understand:
1. The participants perception of the severity of the issue;
2. What the participants feel they need.
Crucially, this step involves both participants objectively recognising and then agreeing upon the cause of the conflict they are now trying to resolve.
This is a generative step where both parties present possible solutions, not problems, in resolving their conflict. All ideas are given due consideration.
This is the final stage and by this point, hopefully, the participants understand each other’s position and an agreed resolution to their conflict has been achieved.
If both participants haven’t yet agreed on a solution, this stage will see the introduction of a third party to assist in mediation to negotiate a final solution to their conflict.
Understanding another also known as ‘Conflict resolution’ is theorised as methods of process which in conducting a peaceful ending to a conflict from one party to another. Members will largely attempt to resolve the conflict of the party by communing their conflicting motives or ideologies to the rest of the group, which will hopefully disperse, by engaging in collective negotiation. This could be seen with the examples of their intentions and reasoning for holding certain beliefs and values. The end goal of negotiation is to provide and produce a solution that all parties can agree on, to work as quickly as possible to achieve a solution and to improve, not hurt, the relationship with the other party for future endeavours.
Learning Conflict (Family Mission Culture 2015)
The Flames of Conflict (VM Learning 2015)
Thomas-Kilmann Conflict Mode Instrument (JD 2011)
(CCP. Inc 2014)
(Jam Berry Ltd 2012)
Brainstorm Business Template (Ziload 2015)