Understanding Conflict Resolution Styles
Effective leadership and team management hinge on the ability to navigate disagreements constructively. Understanding different conflict resolution styles is a cornerstone of this skill, allowing leaders to adapt their approach based on the situation and the individuals involved.
The Thomas-Kilmann Conflict Mode Instrument (TKI)
A widely recognized framework for understanding conflict resolution styles is the Thomas-Kilmann Conflict Mode Instrument (TKI). It identifies five distinct modes, each representing a different approach to handling conflict, based on two dimensions: assertiveness (the extent to which one tries to satisfy their own concerns) and cooperativeness (the extent to which one tries to satisfy the other person's concerns).
Five distinct styles exist for managing conflict.
These styles range from highly assertive and uncooperative to highly cooperative and unassertive, offering a spectrum of approaches.
The TKI model posits five conflict resolution styles: Competing, Collaborating, Compromising, Avoiding, and Accommodating. Each style has its own strengths and weaknesses, and the most effective leaders can fluidly move between these styles depending on the context of the conflict.
The Five Conflict Resolution Styles
| Style | Description | Assertiveness | Cooperativeness | When to Use |
|---|---|---|---|---|
| Competing | Pursuing one's own concerns at the expense of others. | High | Low | When quick, decisive action is vital; when you know you are right on important issues; to protect yourself against people who take advantage of non-competitive behavior. |
| Collaborating | Attempting to work with the other person to find a solution that fully satisfies the concerns of both. | High | High | To find an integrative solution when both sets of concerns are too important to be compromised; to learn from others' experiences; to gain commitment by incorporating concerns into a consensus. |
| Compromising | Finding an expedient, mutually acceptable middle ground that partially satisfies both parties. | Moderate | Moderate | When goals are important but not worth the effort or potential disruption of more assertive modes; when you are in a position of equal power; to achieve temporary settlements to complex issues; as a backup when collaboration or competition is unsuccessful. |
| Avoiding | Not addressing the conflict; withdrawing from or suppressing the conflict. | Low | Low | When an issue is trivial or other issues are more pressing; when you perceive no chance of satisfying your concerns; when the potential damage of confronting a conflict outweighs the benefits of its resolution; to let people cool down and regain perspective. |
| Accommodating | Neglecting one's own concerns to satisfy the concerns of the other person. | Low | High | When you realize you are wrong; to allow a better position to be heard; when the issue is more important to the other person than to you; to build social credits for later use; to maintain harmony and avoid disruption. |
Collaborating
Understanding these styles is not about labeling individuals, but about recognizing patterns of behavior and developing the flexibility to employ the most appropriate strategy for a given situation. A leader's ability to diagnose the conflict and choose the right style significantly impacts team cohesion, productivity, and overall morale.
The most effective leaders are not tied to a single style but can adapt their approach, recognizing that different situations call for different strategies.
Applying Conflict Resolution Styles in Leadership
As a leader, your awareness of these styles empowers you to:
- Facilitate better discussions: Guide team members towards constructive dialogue.
- Resolve disputes efficiently: Choose the most appropriate method to address disagreements.
- Foster a positive work environment: Create a space where conflicts are seen as opportunities for growth.
- Improve decision-making: Leverage diverse perspectives to find optimal solutions.
When the issue is trivial, or when the potential damage of confronting the conflict outweighs the benefits of resolution.
The five conflict resolution styles can be visualized on a grid with Assertiveness on the Y-axis and Cooperativeness on the X-axis. Competing is high assertiveness, low cooperativeness (top-left). Collaborating is high assertiveness, high cooperativeness (top-right). Compromising is moderate on both axes (middle). Avoiding is low assertiveness, low cooperativeness (bottom-left). Accommodating is low assertiveness, high cooperativeness (bottom-right). This visual representation helps to understand the relationship between the styles.
Text-based content
Library pages focus on text content
Learning Resources
Official page for the TKI assessment, providing an overview of the five conflict modes and their applications.
A practical explanation of the TKI model, detailing each style with examples and advice on when to use them.
Insights from the Program on Negotiation at Harvard Law School on identifying and managing different conflict styles.
A comprehensive guide to conflict management, including an overview of different styles and strategies for resolution.
An accessible breakdown of the five conflict resolution styles with explanations and scenarios.
A step-by-step tutorial on conflict resolution, touching upon the importance of understanding different approaches.
A Coursera course module that often covers conflict resolution styles as a foundational element of negotiation.
A video explaining the different conflict resolution styles and their relevance in leadership and team management.
Wikipedia's overview of conflict resolution, including various models and approaches to managing disputes.
An article from Harvard Business Review discussing the critical role of conflict management in effective leadership.