Thomas Kilmann Model Explained

Thomas Killman highlights the various conflict resolution strategies used by individuals and teams in this approach. We begin with competing in the upper-right corner of the model. People who compete in conflict have low levels of collaboration and high levels of aggressiveness. We discover that when people compete, they are competing as a  conflict resolution strategy and acting more assertively. When people are competing with one another in this thought, they frequently refuse to cooperate with the opposite party, making it very difficult to reach an agreement.

On the lower left, avoiding. Even though, in a perfect world, we would all agree that we should confront our conflicts head-on, many individuals choose the avoidance route in the mistaken belief that they will magically disappear. This is truly choosing a passive approach to conflict management. Therefore, this is more of a passive "let's ignore kind" that is hoped to succeed. Competing and Avoiding are the two who are most unwilling to make concessions.

Collaborating is on the upper right side of the diagram. According to the collaborating model of conflict resolution, we must be on the same page as the other party. It's the perfect answer. It occurs when both parties are reasonable, have comparable power, and are willing to work together. 

Being accommodating implies that those who approach dispute resolution in this way are actually moving toward a more amicable solution.  When you are in a carbonating phase, you are showing the other side that you are willing to give up your position in exchange for a truce. When the conflict is a complete waste of your time and you simply say, "I accept," it can be worthwhile. It doesn't imply that you don't have your own opinions; rather, it just implies that it isn't worth the effort.

Then, in the middle, we have compromising. According to Thomas Killman's conflict model, this method of addressing conflict is crucial since this is when we are being moderately forceful and cooperative. In some circumstances, we might decide against a lengthy resolution. Working together takes time. In other circumstances, we also want to take a stand but don't want to be overly confrontational. Therefore, when it comes to compromising situations, this is where it's a win-win because people are willing to step back, admit they aren't always right, and accept other people's points of view. This really works well for a team because everyone has a voice and a part in resolving that conflict. This doesn't mean that a leader or team will always choose this course of action, but it does mean that it is consistent with equity, diversity, and inclusion and that it requires a more amicable and cooperative approach. As a result, most, if not all, of the parties engaged in the disagreement may actually find that it has a more positive and uplifting outcome.