Managing Conflict

con·flict
/ˈkänˌflikt /

A conflict is a struggle between people which may be

physical, or between conflicting ideas.
Conflicts can either be within one person, or they can
involve several people or groups.
 What Causes Conflict?
• Past history/personality issues
• Different values and guiding principles
• Different perceptions or positions on the issue
• Lack of clarity
Is conflict healthy or unhealthy?
VS.
The Five Dysfunctions of a Team
The Thomas-Kilmann Conflict Mode Instrument
TKI
The Thomas-Kilmann Conflict Mode Instrument
 Why?
• Improve communication
• Improve decision-making
• Improve negotiating skills
• Assist with team development
 Competing

The goal is to win.

 Competing
Competing is effective:
oWhen quick decisive action is needed
oWhen unpopular action must be taken on important
issues
oWhen the issue is vital and the right course is clear
oTo protect against people who take advantage of
noncompetitive behavior
 Accommodating

The goal is to yield.

 Accommodating
Accommodating is effective:
oWhen you are wrong, learning is important, or
demonstrating reasonableness is critical
oWhen creating goodwill is paramount
oWhen harmony is important
 Avoiding

The goal is to delay.

 Avoiding
Avoiding is effective:
oWhen the issue is relatively trivial
oWhen you know you can’t be satisfied
oWhen the costs of conflict outweigh the benefits of
resolution
oTo allow time to “cool off”
oWhen others can resolve the issue more effectively
 Collaborating

The goal is mutual

participation.
 Collaborating
Collaborating is effective:
oWhen it’s important that both sides be integrated
oWhen you want to learn and fully understand others’
views
oTo merge different perspectives and insights
oTo work though hard feelings that have interfered
with interpersonal relationships
 Compromising

The goal is to find

middle ground.
 Compromising
Compromising is effective:
oWhen goals are less important than avoiding the disruption
caused by more assertive conflict resolution styles
oWhen people have equal power and commitment to
mutually exclusive goals
oTo quickly reach a solution
oWhen it’s important to reach a win-win for all involved
 Key Takeaways
When you are aware of your influencing style,
you can adapt your style to be a more effective
negotiator.
By being more aware of our ‘default approach’,
we can learn to choose the most appropriate
approach for the situation.
 Conflict = Effective Teams
Conflict is actually normal and healthy. Conflict is a vital
ingredient to organizational success.

The most effective teams are those in which members

feel safe enough to disagree with one another. A
culture where dissent is allowed, or even encouraged,
can spur innovation, diversity of thought and better
decision-making.
 Remember!
• Utilize your communication skills
• Be aware of your Behavioral Communication
Style and how it relates to your influencing
style (TKI), how can you adapt?
• Be self-aware
• Trust is vital when it comes to conflict
 Resources
How to Resolve Workplace Conflicts
Tamara Lytle, SHRM article. July 13, 2015.

The Five Dysfunctions of a Team, A Leadership Fable

Patrick Lencioni, Jossey-Bass, 2002.
The Table Group, https://www.tablegroup.com
 Resources
The Thomas-Kilmann Conflict Mode Instrument (TKI)
https://kilmanndiagnostics.com

Workplace Conflict and How Businesses Can Harness It to Thrive

CPP Inc. Global Human Capital Report, 2008.

Crucial Conversations, Tools for Talking When Stakes Are High

Kerry Patterson, Joseph Grenny, Ron McMillan, and Al Switzler.
McGraw-Hill, 2002.