INTRODUCTION

Conflict is an inevitable part of workplace interactions. While some conflicts

foster innovation and improve decision-making, unresolved disputes can lead
to stress, reduced productivity, and a toxic work environment.

The Thomas-Kilmann Conflict Mode Instrument (TKI) helps individuals

understand their default conflict-handling style and provides strategies to
adapt to different situations. By effectively managing conflicts, organizations
can create a more collaborative and productive work environment.

CONFLICT IN THE
WORKPLACE

Workplace conflicts arise due to a variety of reasons, including:

Miscommunication: Ambiguities in communication can create

misunderstandings.

Differences in Values and Beliefs: Employees from diverse backgrounds

may have different perspectives.

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Power Dynamics: Authority imbalances can lead to conflicts.

Resource Scarcity: Competition over limited resources can cause friction.

Unclear Roles and Responsibilities: Overlapping duties can result in

tension.

Conflicts don’t emerge suddenly; they develop over time through five
escalating stages:

Stage 1: Latent Conflict (Underlying Tensions Exist)

●​ Workplace stress builds due to power imbalances, unclear roles, or resource

competition.
●​ Example: Favoritism in promotions creates resentment.
●​ Example: A co-worker makes subtly sexist jokes, creating discomfort for
female employees.

Stage 2: Perceived Conflict (Awareness of Differences)

●​ Employees sense tensions but hesitate to address them.

●​ Example: An employee experiences inappropriate remarks or unwanted
touching but fears speaking up.

Stage 3: Felt Conflict (Emotional Reactions Develop)

●​ Mistrust and emotional distress emerge.

●​ Example: An employee subjected to harassment feels humiliated and
avoids the perpetrator.

Stage 4: Manifest Conflict (Open Confrontation)

●​ Conflicts escalate to verbal disputes, HR complaints, or dysfunction.

●​ Example: An employee formally reports harassment to the company’s
Internal Committee (IC).

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 Stage 5: Conflict Resolution (Settlement or Escalation)

●​ Addressed via mediation, leadership intervention, or HR policies.

●​ Example: The IC ensures due diligence, accountability, and a fair
resolution.

Note: The five-stage model is a useful tool for analyzing conflict. It provides a
common vocabulary and helps us understand conflict dynamics. However, it
should be used as a guideline rather than a rigid prescription. Real-world
conflicts are often complex and unpredictable. Understanding the potential
for overlapping stages, varied intensity, and contextual factors helps in
addressing conflict effectively, especially when it involves sensitive issues
like harassment, bias, and toxic work environments. Conflict resolution does
not always lead to a positive outcome and, in some cases, can escalate the
situation.

TYPES & CAUSES OF

WORKPLACE CONFLICT

Workplace conflicts generally fall into the following categories:

Task-Based Conflict: Disagreements over work processes, responsibilities,

or resources.

Interpersonal Conflict: Clashes due to personality differences or

miscommunication.

Leadership Conflict: Differences in management styles leading to team

disputes.

Cultural or Gender-Based Conflict: Differences in background, beliefs, and

expectations.

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WHAT IS THE
THOMAS-KILMANN
CONFLICT MODE
INSTRUMENT (TKI)?

The TKI model, developed by Kenneth Thomas and Ralph Kilmann,

categorizes conflict-handling styles along two dimensions:

Assertiveness: The extent to which an individual prioritizes their own needs.

Cooperativeness: The extent to which an individual considers others' needs.

These dimensions define five primary conflict-handling modes:

1.​ Competing (High Assertiveness, Low Cooperativeness): Pursuing one’s

own interests at the expense of others.
2.​ Collaborating (High Assertiveness, High Cooperativeness): Seeking a
win-win outcome through joint problem-solving.
3.​ Compromising (Moderate Assertiveness, Moderate Cooperativeness):
Finding a middle ground where both parties make concessions.
4.​ Avoiding (Low Assertiveness, Low Cooperativeness): Withdrawing from
the conflict instead of addressing it.
5.​ Accommodating (Low Assertiveness, High Cooperativeness): Prioritizing
the other party’s needs over one’s own.

APPLICATION OF THE TKI IN

WORKPLACE CONFLICT

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Understanding which conflict resolution mode to apply depends on the
situation:

Competing is best for enforcing policies or urgent decision-making, such as

enforcing zero-tolerance policies for harassment. A firm stance is needed
(e.g., enforcing policies, dealing with safety concerns).

Practical Applications:

Individual Actions: Stand firm on workplace ethics and compliance issues,

reporting violations when necessary.

Managerial Actions: Enforce non-negotiable policies, such as safety regulations

or zero-tolerance rules for harassment.

Example: An engineer insists on following safety protocols despite pressure to

expedite operations..

Collaborating is ideal for fostering innovation and long-term solutions.

Practical Applications:

Individual Actions: Actively participate in problem-solving discussions.

Managerial Actions: Foster an inclusive work environment where employees

feel safe to express concerns.

Example: Two department heads brainstorm to allocate budget fairly.

Compromising works well for resolving time-sensitive disputes.

Practical Applications:

Individual Actions: Engage in constructive dialogue to find a balanced solution.

Managerial Actions: Mediate conflicts by ensuring fairness.

Example: Two employees split responsibilities evenly to resolve a workload

dispute.

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 Avoiding means ignoring or withdrawing from the conflict. It is best used when
the issue is minor and does not warrant confrontation.

Practical Applications:

Individual Actions: Take a step back to assess the situation.

Managerial Actions: Allow cooling-off periods before structured discussions.

Example: A team member ignores a sarcastic remark to prevent escalation.

Accommodating prioritizes the other party’s needs over one’s own.

Practical Applications:

Individual Actions: Show flexibility in negotiations while maintaining core

values.

Managerial Actions: Validate employee concerns and adjust the approach when
fair.

Example: A supervisor allows an employee to take leave despite a tight

deadline.

STEPS FOR EFFECTIVE

CONFLICT RESOLUTION
To effectively resolve workplace conflicts, follow these steps:

Identify the Issue: Clearly define the problem and understand its impact.

Gather Perspectives: Listen to all parties involved to understand different

viewpoints.

Assess the Conflict Mode: Determine which resolution style is best suited to
the situation.

Develop a Solution: Collaborate on a solution that satisfies all parties.

Implement the Resolution: Apply the agreed-upon solution and ensure

compliance.

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Follow Up: Monitor the situation to ensure the conflict does not resurface.

CASE STUDIES & REAL

WORLD EXAMPLES

Case Study 1: Resolving Task-Related Conflict

Scenario: A product development team faced delays due to unclear task

delegation. Team members blamed each other, causing frustration.

Resolution: A collaborative approach was used. The manager facilitated a

discussion, clarified responsibilities, and implemented a project tracking tool.
Productivity improved, and the team worked harmoniously.

Case Study 2: Handling Interpersonal Conflict

Scenario: Two colleagues frequently disagreed on project priorities, creating a

tense environment.

Resolution: A compromising approach was taken. The manager encouraged

both employees to list priorities and reach a middle ground. This resolved the
tension and increased efficiency.

Case Study 3: Addressing Power Imbalances

Scenario: A junior employee hesitated to report workplace harassment due to

fear of retaliation.

Resolution: The company strengthened its reporting system, offering

anonymous grievance options. A competing approach was used to enforce a
zero-tolerance policy against harassment.

WHEN ONE-ON-ONE
RESOLUTION ISN’T ENOUGH
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In cases where direct resolution is ineffective, consider the following:

Mediation: Involving a neutral third party to facilitate discussion.

HR Intervention: Seeking organizational support when conflicts involve

policies or power imbalances.

Formal Conflict Resolution Forums: Utilizing official grievance mechanisms

to ensure fairness.

CONSEQUENCES OF
UNRESOLVED CONFLICT
Leaving conflicts unaddressed can lead to:

●​ Increased Stress and Anxiety: A toxic work environment affects mental

well-being.
●​ Reduced Productivity: Conflict-driven tension impacts efficiency and
team dynamics.
●​ Higher Attrition Rates: Employees may leave to escape workplace
tensions.
●​ Reputational Damage: Unresolved disputes may impact a company’s
image.

REFERENCES
●​ Strategies for Conflict Resolution in the Workplace - Harvard Business
School, Harvard University, Retrieved from:
https://online.hbs.edu/blog/post/strategies-for-conflict-resolution-in-the
-workplace
●​ Conflict Resolution in the Workplace - Resolve HR, Organization:
Resolve HR Consulting, Retrieved from:
https://resolvehr.com.au/articles/conflict-resolution-in-the-workplace/

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 ●​ Understanding Individual and Gender Differences in Conflict
Resolution - Authors: Aaron Steen & Kanade Shinkai, Published in:
International Journal of Women’s Dermatology, Year: 2020.
●​ Thomas-Kilmann Conflict Mode Instrument - Authors: Kenneth W.
Thomas & Ralph H. Kilmann, Publisher: XICOM, Year: 1976.

This learning resource is the copyrighted property of Cohere Consultants LLP and is intended solely for
educational and professional use. Unauthorized reproduction, distribution, or modification of this
material without proper attribution is strictly prohibited. Any use beyond personal reference requires
explicit written permission from Cohere Consultants LLP. This is an educational resource and should
not be construed as legal advice. Any resemblance to actual persons, living or dead, or real events is
purely coincidental.
It is important to recognize that not every situation discussed in this document constitutes sexual
harassment. Each case should be assessed based on its specific circumstances and in accordance with
relevant laws and guidelines. Conscious that any sex may be sexually harassed, as this training
material is created on Indian law which is sex specific, the examples relate largely to women. The
perspective of the aggrieved woman is central when addressing concerns related to sexual
harassment. Her experience and perception of the situation are critical in understanding the impact of
the behavior and must be acknowledged with sensitivity and respect. Every case is evaluated on its
facts and circumstances by the Internal Committee, following the safeguards in law. This material is
designed to encourage awareness, promote respectful interactions, and support a safe and inclusive
environment for all individuals.For more information, email info@cohereconsultants.com or visit
www.cohereconsultants.com.
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