Slide Share Coping with Conflict

Coping with Conflict

using the Thomas Kilmann Conflict Model

Welcome to

(C) Copyright Key Talent Partners 2013

Conflict is . . .

any situation in which your concerns or desires differ from those of another person


Cost of Conflict to UK businesses

• OPP and CIPD study (UK 2010) shows that UK businesses estimate the cost to be £24 billion every year

• 64% consider that conflict negatively impacted upon workforce performance

• 40% of all grievances at work are said to be relationship related

• HR employees spend on average about 23 days per year dealing with conflict

• Unmanaged conflict is the largest reducible cost in organisations


The TKi can be used to:

Improve communication

Improve decision-making

Improve negotiating skills

Assist with team development


Dealing with conflict inappropriately can cause:

• Lack of productivity and engagement

• Low moral and people leaving

• Grievances and industrial tribunals

cases

• Poor team and company reputation


Conflict Management


Thomas-Kilmann CONFLICT MODEL

The Five Conflict-Handling Modes


Competing


“My way or the highway”

Typical Behaviours in meetings

Competitor:Monopolising, not listening,

exaggerating, attacking, blocking,pushing for what they want to

talk about

Great at standing up for what they believe in, fighting their corner for their teams needs

May be seen as insensitive to others and selfish. Their behaviour may seem to

undermine trust and goodwill (especially to accommodators)


Accommodating


“It would be my pleasure”


Accommodator:Sacrificing, allowing questionable

decisions to go ahead, bending the rules, appeasing others needs &

wishes

Great at allowing others to have their own way and tolerating decisions that they don’t like

Maybe seen as pliable, placid, amenable. Happy to go with the

flow and not rock the boat


Avoiding


“I’ll think about it tomorrow”


Avoider:Missing meetings, avoiding team mates, with-holding

information, procrastinating, foot-dragging

Great at side-stepping or allowing others the opportunity

to run with this topic...

Maybe seen as someone who doesn’t care, or not interested,

wants an easy life


Collaborating


“Two heads are better than one”


Collaborator:Over analysing, risk sharing,

continuing to problem solve when it’s not working, dithering, prying

Great at seeing both sides of the discussion and allowing others to have an opinion and not closing

them down

May be seen as someone who doesn’t want to take the

responsibility for important decisions


Compromising


“Let’s make a deal”


Compromiser:Posturing, rushing to settle,

eroding a principle, sub-optimising, settling

Great at making fast decisions where it meets the needs of

both parties (at least partially)

May be seen as someone who just wants to move on. Doesn’t want to spend time debating

and discussing the issue in full


Team Member Behaviours in meetings

Competitor:Monopolising, not listening,

exaggerating, attacking, blocking

Collaborator:Over analysing, risk sharing,

continuing to problem solve when it’s not working, dithering, prying

Compromiser:Posturing, rushing to settle,

eroding a principle, sub-optimising, settling

Avoider:Missing meetings, avoiding team mates, with holding

information, procrastinating, foot-dragging

Accommodator:Shading the truth

sacrificing, allowing questionable decisions to go ahead, bending the

rules, appeasing others


Team Member Behaviours in meetings

Competitor:Great at standing up for what they believe in, fighting their corner for their teams needs

Collaborator:Great at seeing both sides of the discussion and allowing others to have an opinion and not closing

them down

Compromiser:Great at making fast decisions

where it meets the needs of both parties (at least partially)

Avoider:Great at side-stepping or

allowing others the opportunity to run with this

topic...

Accommodator:Great at allowing others to have

their own way and tolerating decisions that they don’t like


When and Where can you use Tki ?

• Tki is ideal for helping an individual explore their own influencing style

• Demonstrate how they can adapt their style to be a more effective negotiator

• It can also enhance interpersonal group dynamics• Is applicable at every level of an organisation• It promotes the idea that different strategies work

better in different situations• By being more aware of our 'default' approach, we

can learn to choose the most appropriate approach to give us the results we want in a particular context


Offer to Women Ahead Members

I’m offering 2 Companies a chance to have a free lunch and learn session similar to today. Please drop your business cad in the box if you’d like to take part and we will draw them before you all leave.

I’m also looking for references and testimonials so if you’d like to have 3 x 2 hour one to one coaching sessions with me in return for a testimonial or case study, please let me know. I’m looking for two individuals who already manage people but would like to improve how they manage, motivate and influence their team.

And lastly if you're into Facebook please ‘like’ my page (https://www.facebook.com/KeyTalentPartners) and connect with me on Linked-in.


Documents

Slide Share Coping with Conflict