1. The Five conflict – Handling
modes “Thomas- kilmann Conflict mode Instrument (TKI)”
Assem Amer
PCR – MSD Saudi
26th May 2016
Batha sales office

2. Introduction
“Because no two individuals have
exactly the same expectations and
desires, conflict is a natural part of
our interactions with others.”

3. Johari window

5. S.M.Israr
What is conflict?
• A battle, contest or opposing forces
existing between primitive desires and
moral, religious or ethical ideas .
• A state of incompatibility of ideas
between two or more parties or
individuals

6. Why conflict emerges?
• Scarce Resources.
• Conflicting attitude , Goals or roles.
• Ambiguous jurisdiction.
• Communication barriers.
• Need for consensus.
• Fear & stress.
• Frustration.
• Unresolved prior conflicts.
• Lack of Knowledge of self and others.
S.M.Israr

7. What is TKI?
• Increase self
awareness.
• Improve
communication.
• Improve decision
making process.
• Improve negotiation
skills

8. Dimensions of Human Behavior in Conflict:
• In conflict situations, we can describe a
person’s behavior along two basic dimensions:
 cooperativeness
Assertiveness

9. Individual
Behavior
Assertiveness
The degree to which the
person attempts to
satisfy his own concerns
cooperativeness
The degree to which the
person attempts to satisfy
the other person's concerns.

10. Five methods of dealing with
conflict

11. Competing
my way or the
highway
• assertive and uncooperative.
• a power-oriented mode.
• Seeking his or her own
concerns at the other person’s
expense, using whatever
power.

12. Avoiding
I’ll think about it tomorrow
• unassertive and uncooperative.
• Doesn’t seek his own concern
nor help the other reach his
goal.
• Withdrawal, step siding,
postponing.

13. Compromising
let’s make a deal
• Both assertiveness and
cooperativeness
• Mutually acceptable
solution.
• seeking a quick middle-
ground
• give up something to win
something.

14. Collaborating
“Two heads are better than one”
• Both assertive and
cooperative.
• Try find a solution
that fully satisfies the
concerns of both.
• Dig down to
understand the
concern of the other
person

15. Accommodating
• neglects his own concerns to
satisfy the concerns of the
other.
• self-sacrifice mode.
• selfless generosity or charity,
obeying another person’s order.

16. • Neither of us win.compromising
• Both of us win.collaborating
• I lose, you win.accommodating
competing
• I win, you lose.
• Nobody wins.Avoiding

17. Behaviors of Each
Type
Competitor:
Monopolizing,
attacking, not
listening,
exaggerating
Collaborator:
Over analyzing, risk
sharing, continue to
problem solve when it
is not working
Compromiser:
settling, sub
optimizing, middle
ground
Avoider:
Withdrawing, foot
stepping, missing
contact
Accommodator:
Sacrificing,
appeasing others
needs , go with the
flow

18. How each type
reacts
Competitor:
Great at standing up
for what they
believe in. fighting
for their team needs
Collaborator:
Great at Seeing both
sides of discussion.
Empathetic and allow
others to have
opinion.Compromiser:
Great at making fast
decision that meets
the needs of both
parties partially
Avoider:
Great at side
stepping and
allowing others to
run with this topic
Accommodator:
Great at allowing
other to have their
own way and
tolerating decisions
they don’t like

19. Style • Benefit cost
competing • Asserting Your Position
• Possibility of Quick Victory
• Self-Defense
• Decreased Initiative and
Motivation
• negotiation deadlock.
• Suboptimal Decisions
Avoiding • Reducing Stress.
• Saving Time.
• Steering Clear of Danger.
• Declining Working
Relationships
• Resentment
• Delays
• Degrading
Communication and
Decision Making
compromising • Speed and Expediency.
• Fairness.
• Pragmatism.
• Maintaining Relationships.
• Partially Sacrificed
Concerns
• Superficial
Understanding
accommodatin
g
• Helping Someone Out
• Restoring Harmony
• Building Relationships
• Sacrificed Concerns.
• Loss Of Respect
• Open room for
exploitation
• Loss Of Motivation.
collaborating • Reaching win-win situations.
• Provide long term resolution to
conflict
• Open communication and aid
diversity.
• Time and energy
• Trivial issues.
• Psychological Demands.

20. Which one is
best?
There is no BEST way to handle
conflict. Each conflict is different
and requires a different response.

21. Note
Styles are rooted in personal
beliefs, values, and motives that
“push” one’s conflict behavior in
a consistent direction

22. Whether a relationship is healthy
or unhealthy depends not so much
on the no. of conflicts, but on how
the conflicts are resolved.

23. What mode to be used in the
following situations:
• Quick and decisive action should be taken ;
emergency.
• Discipline issue.
• Someone making advantage of you.
• Breaking ethical rules.
Competing

24. What mode should be used to
handle these situation?
• unresolved conflict,
• you want to achieve a temporary
settlement of a complex issue .
• You and your opponent with equal power.
• When there are limited alternatives.
Scenario: A customer does not want to go
for a conference after confirming
attendance due to workload on that day.
You can’t change the date for the
conference.
compromise

25. What mode to be used in the
following situations:
• There is a room for integrative
solution.
• test your assumptions and
understand others' views.
• merge insights from people with
different perspectives on a problem
Scenario: A customer refuses to
prescribe your product because he
has many concerns regarding your
company.
collabora
ting

26. What mode to be used in the following
situations:
• you realize that you are wrong—to allow a better
solution to be considered.
• the issue is much more important to the other
person than it is to you.
• you want to build up social credits .
• you are outmatched and losing and more
competition would only damage your cause
• preserving harmony .
For example : dealing with legitimate customer
needs e.g. visit best timing, promotional material,
timing for meetings and samples
Accommo
date

27. What mode should be used to
handle these situation?
• an issue is unimportant or when other, more
important issues are pressing.
• When you perceive no chance of satisfying your
concerns—for example, when you have low power
• When others can resolve the issue more
effectively.
• When the issue seems tangential or symptomatic
of another, more basic issue
• Example : avoid conversations about football,
religion and politics
avoiding

28. Conclusion
• Different conflict management styles may be
used when faced with different situations.
• Knowing yourself and fully understanding each
situation will help you understand the conflict
management style needed.
• Try a scenario-based approach to test the
effectiveness of different approaches to specific
situations.

29. THANK YOU