Thomas-Kilmann Conflict Model Explained: Modes, Pros & Cons

Conflict in the workplace is inevitable. Different personalities, pressures, approaches and targets coming together in one space are bound to cause friction. 

However, conflict in the workplace can have a detrimental effect on our mental and physical well-being. Of the eight million UK workers who have experienced workplace conflict in the last year, 42% said they felt exhausted all or most of the time. 

With this in mind, management skills training and understanding how different people react to friction are imperative for maintaining a harmonious and productive team. 

The Thomas-Kilmann Conflict Model offers a way to manage friction in the workplace through behaviour measurement. In this article, we’ll describe the model in more detail and show how to implement it as a conflict management solution in your business.

What is the Thomas-Kilmann Conflict Mode Instrument (TKI)?

Created in the 1970s by Dr. Kenneth Thomas and Dr. Ralph Kilmann, the Thomas-Kilman Conflict Mode Instrument (TKI) is a tool designed to assess someone’s behaviour in conflict situations. 

To measure a person’s behaviour, the TKI uses two range dimensions – assertiveness and cooperativeness: 

• Assertiveness: The extent to which an individual is satisfying their own concerns 
• Cooperativeness: The extent to which an individual is satisfying others’ concerns 

The model then identifies five conflict-handling styles based on how assertive or cooperative the approach is. Let’s dive into those modes in more detail now. 

The Five Thomas-Kilmann Conflict Modes

Understanding conflict management styles can help navigate workplace disagreements effectively. Here are the five Thomas-Kilmann conflict modes:

1. Competing (High assertiveness, low cooperativeness): Pursuing one’s own concerns at the expense of the other person. While this can seem single-minded, the competing approach can be useful in emergencies or when implementing unpopular strategies. 
2. Collaborating (High assertiveness, high cooperativeness): Working together to find a solution that fully satisfies both parties’ concerns. Perfect for problem-solving and improving workplace culture.
3. Compromising (Moderate assertiveness, moderate cooperativeness): A solid middle-ground, negotiating a mutually acceptable solution to both parties. 
4. Avoiding (Low assertiveness, low cooperativeness): Ignoring the conflict altogether and hoping it gets better with time. Although this approach may seem unsuitable from a management perspective, it can be useful when the issue is trivial. 
5. Accommodation (Low assertiveness, high cooperativeness): Neglecting one’s own concerns to satisfy those of the other person. Perfect for when team harmony is more important than ‘winning’ in a conflict situation. 

Now that we know about the five conflict modes and their measurement on the assertiveness-cooperativeness scale, let’s see how the model could work in practice.

Practical Applications of the Model

The Thomas-Kilmann conflict management model states that by understanding how someone will respond, HR managers, business leaders, line managers, and supervisors are in a better position to manage conflict. 

But how can this be implemented in real life? Let’s take a look at a few examples of the model in action: 

• Leadership Development: Leaders use the TKI to understand their default conflict resolution style and adjust it based on their team’s needs.

For example, a CEO making high-stakes decisions may lean towards a competing style. At the same time, an HR manager handling interpersonal disputes may collaborate to bring the two sides closer together. 

• Team Collaboration: Teams that struggle with miscommunication can use the Thomas and Kilmann conflict model to recognise differing conflict styles and adapt accordingly. 

For instance, a software development team facing a technical disagreement may move from competing to collaborating to ensure all voices are heard while maintaining productivity and defining the best solution for the end goal/use.

• Negotiations: In business negotiations, the model can guide individuals to select the best strategy. A real estate agent negotiating between a buyer and seller may employ compromising, ensuring both parties feel satisfied with the deal rather than losing the sale entirely.

• Human Resources and Workplace Conflict: HR professionals use TKI to mediate employee disputes effectively. 

For example, if two employees have an ongoing conflict over workload distribution, the HR department may use a compromising approach to ensure fairness.

• Customer Relations: Customer service representatives use different TKI conflict modes based on customer interactions. A firm stance (competing) may be required when enforcing company policies, while accommodating is helpful for handling customer complaints tactfully.

Advantages and Disadvantages of the Thomas-Kilmann Conflict Model

The Thomas-Kilmann conflict mode instrument is a powerful tool for managing friction in the workplace. But it’s not without its challenges. Let’s look at some strengths and disadvantages of the approach now. 

Conflict Style	Advantages	Disadvantages
Competing	Effective in pressure situations that require speedy solutions.  Demonstrates confidence and leadership.	If not used with empathy, the competing style can cause resentment between the team and the manager.
Collaborating	Promotes teamwork and mutual understanding.	Requires all parties to be engaged and add constructive elements to the conversation.
Compromising	A quicker way to resolve conflict by balancing different interests.	May risk some feeling dissatisfied if too many concessions are made.
Avoiding	Reduces any immediate conflict and allows time for reflective strategy.	Avoided issues may worsen over time.  Could cause certain parties to feel that their feelings have been ignored.
Accommodating	Perfect for resolving minor or low-tension conflicts.	Overuse could cause some individuals to look like ‘pushovers’ in conflict situations – leading to resentment.

As you can see, managers and business owners can feel pressure to respond correctly in conflict scenarios. 

But how do you know when to choose which conflict management mode?

How to Choose the Right Conflict Management Mode

Knowing how and when to choose the correct conflict management mode can be challenging. However, there are also a number of variables that can help refine your manager’s decision-making.

• Importance of the issue: A compromising or avoiding approach might be perfect in minor disagreements. However, higher-stakes disagreements probably call for more assertive solutions.
• Consider the relationship: When trying to improve and instill a lasting positive team culture, a collaborating or accommodating approach is best -coupled with a strong application of emotional intelligence. On the other hand, if a speedy resolution is more important than preserving the relationship, a more competing stance can be more effective. 
• Evaluate the willingness to engage: The collaborative approach is perfect if both parties are open to discussion and problem-solving. However, resistance or power imbalances could call for a more accommodating style. Leveraging the TKI with Daniel Goleman’s emotional intelligence theory could help managers resolve the issue quickly without damaging long-term associations. 
• Time constraints: If time is against you or conflict is becoming a barrier to the team hitting a tight deadline, then competing or compromising may be necessary. However, a collaborative approach is preferred for long-term solutions. 
• Review cultural or organisational norms: Different groups favour different approaches. Some cultures prioritise harmony, while others prefer direct conflict resolution. In these instances, it’s important to understand the dynamics of the environment to ensure a respectful and effective solution is found. 

Unsuitable conflict resolution can negatively affect your team, from low motivation and poor performance to high absenteeism and turnover rates.

Training your leadership team to improve decision-making in conflict management can be the difference between a happy, productive team and a divided one. 

Jake Young, Senior Policy and Practice Adviser at CIPD, agrees, stating, “Reducing conflict should be part of an employer’s overall strategy to improve work quality. Training can help improve line manager skills to foster more positive relationships and reduce the likelihood of conflict occurring”

Get in contact with our expert team today to understand how our tailored management training can help instill empathetic and effective conflict resolution skills in your management team. 

Frequently Asked Questions (FAQs)

Here are some frequently asked questions about the Thomas-Kilmann conflict management model. 

What Industries Benefit the Most From Using the Thomas Kilmann Conflict Model?

As conflict is common in all businesses, tools like the Thomas-Kilmann Conflict Mode Instrument benefit all management teams. 

However, HR professionals and specialist complaint-handling teams like those in customer service could benefit immensely from leveraging the model. Additionally, the conflict-handling techniques highlighted in TKI could also be useful for sales, leadership, and negotiation-centric teams.

Is There a Universal Best Mode for Conflict Resolution?

Effective conflict resolution can look different depending on the circumstances, organisation, and personality of those involved. However, a collaborative approach is generally best for achieving long-term relationship building. 

That being said, more assertive leadership could be beneficial in certain circumstances, such as emergencies.

Is the Thomas Kilmann Conflict Mode Instrument (TKI) Scientifically Validated?

Several studies have supported the validity of the TKI approach to conflict management. Research papers from Ben Yoav & Banai, 1992 and Van de Vliert & Kabanoff, 1990 have all supported the validity of TKI.

However, it is important to ensure that when using the tool, you are mindful of cultural and organisational norms, which may have changed with the ongoing diversification of the workforce.

Do Gender Differences Affect Conflict Resolution Styles?

Yes. Research has suggested that men and women react differently to the five conflict styles of the Thomas-Kilmann Conflict Model. 

While not always definitive, studies suggest that men are more likely to leverage competing or avoiding styles while women tend to bias more toward collaborative and accommodating approaches. 

However, another study has highlighted that both men and women adopted an accommodating style to conflict when at home. 

Conclusion

Effective conflict management plays a large part in improving your team’s happiness, engagement, and productivity. Likewise, ineffective solutions can damage performance and increase staff turnover.

Leveraging methods like the Thomas-Kilman Conflict Mode Instrument ensures that your leadership team safeguards workspace culture through strong relationship management. 

Speak to our knowledgeable team today to discover how management training can leverage tools like the Thomas-Kilmann Conflict Model to manage disagreements in your business better.