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As an HR executive why would you make the effort to design an executive compensation plan? Because a well-designed plan rewards not only the executives, but also the shareholders. If a company's executives are compensated fairly, it often means that regular employees receive fair and equitable compe…
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## **Context** Recruiting is a critical aspect of human resource management. It involves attracting, selecting, and hiring the best candidates for a job. In today’s competitive job market, it is essential for organizations to have a competitive advantage in recruiting, and this can be achieved throu…
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Recruiting is a critical aspect of human resource management. It involves attracting, selecting, and hiring the best candidates for a job. In today’s competitive job market, it is essential for organizations to have a competitive advantage in recruiting, and this can be achieved through concerted strategic planning efforts. In this discussion, we will examine HR strategies for recruitment and the role of technology in this process.
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1. Propose at least three ways HR can use competitive advantage in the marketplace to recruit new, qualified applicants.
2. Explain how technology has hindered or enhanced this process.
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**What Is the Macro Environment?** Welcome to our discussion on financial forecasting and, more specifically, on the role that macroeconomic factors play in the development of a financial forecast. Watch the following video on the macroeconomic environment: [What Is Macro Environment? Learn With Fin…
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Welcome to our discussion on financial forecasting and, more specifically, on the role that macroeconomic factors play in the development of a financial forecast.
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For this milestone, consider the following scenario: Assume the role of an HR director at a U.S.-based call center that is presently based in the Midwest. The organization plans to expand its call center locations into the states of South Carolina and Tennessee and the country of India and needs to hire 100 employees. Your organization has been primarily hiring “local” talent, many of whom are relatives of present employees. However, as the organization looks to expand, there is a need to address new issues in diversity and inclusion, assess risks that may occur because of expansion, define the organization’s role for communities in new states and abroad, and consider if present members of HR or senior leaders might need overseas assignments to get the India location staffed and operating. As the HR director, you will create a strategic HR plan that addresses goals related to your organization’s growth. The plan should have an influence across the organization to be successful.
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– **Diversity and Inclusion**: Explain differences within the workplace and describe appropriate strategies for managing a diverse workforce.
– **Risk Management**: Determine appropriate proactive HR activities and policies for mitigating risk and explain how these strategies can be used within the organization.
– **Corporate Social Responsibility**: Describe HR’s role in creating a culture of social responsibility within the organization and the organization’s community.
– **HR in the Global Context**: Determine appropriate strategies for properly preparing employees for an expatriate assignment and explain how these approaches ensure ongoing engagement.
– **Workplace Knowledge and Skill Competencies**: Determine HR initiatives that support the workplace knowledge and skill competencies and explain which behavioral competencies within the Interpersonal Cluster are the most appropriate.
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I need your help – 2 years ago **files (2)** – ## TKIAssessment.pdf – Week5Discussion.jpeg **## TKIAssessment.pdf** Thomas–Kilmann Instrument Conflict Mode P R O F I L E A N D I N T E R P R E T I V E R E P O R T Kenneth W. Thomas and Ralph H. Kilmann TM Thomas-Kilmann Conflict Mode Instrument Profil…
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Thomas–Kilmann
Instrument
Conflict Mode
P R O F I L E A N D I N T E R P R E T I V E R E P O R T
Kenneth W. Thomas and Ralph H. Kilmann
TM
Thomas-Kilmann Conflict Mode Instrument Profile and Interpretive Report Copyright 2001, 2007 by CPP, Inc. All rights reserved. The TKI logo and the CPP logo are
trademarks or registered trademarks of CPP, Inc., in the United States and other countries.
CPP, Inc. | 800-624-1765 | www.cpp.com
Report prepared for
AKIM
MEGGETT
January 30, 2025
Interpreted by
JWMI
JWI 510
Leadership in the 21st Century
TKI PROFILE & INTERPRETIVE REPORT AKIM MEGGETT
22PAGEJANUARY 30, 2025. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
The Five Conflict-Handling Modes
The Thomas-Kilmann Conflict Mode Instrument (TKI) assesses an individual’s behavior in conflict
situations—that is, situations in which the concerns of two people appear to be incompatible.
In conflict situations, we can describe a person’s behavior along two basic dimensions*: (1)
assertiveness, the extent to which the individual attempts to satisfy his or her own concerns, and
(2) cooperativeness, the extent to which the individual attempts to satisfy the other person’s
concerns. These two dimensions of behavior can be used to define five methods of dealing with
conflict. These five conflict-handling modes are shown below:
COMPETING COLLABORATING
COMPROMISING
AVOIDING ACCOMMODATING
A
S
S
E
R
T
IV
E
N
E
S
S
U
N
A
S
S
E
R
T
IV
E
A
S
S
E
R
T
IV
E
COOPERATIVENESS
UNCOOPERATIVE COOPERATIVE
\* This two-dimensional model of conflict-handling behavior is adapted from “Conflict and Conflict Management” by Kenneth Thomas in The Handbook of Industrial and Organizational
Psychology, edited by Marvin Dunnette (Chicago: Rand McNally, 1976). Another valuable contribution in this field is the work by Robert Blake and Jane Mouton in The Managerial Grid
(Houston: Gulf Publishing, 1964, 1994).
TKI PROFILE & INTERPRETIVE REPORT AKIM MEGGETT
33PAGEJANUARY 30, 2025. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Competing is assertive and uncooperative, a power-oriented mode. When competing, an
individual pursues his or her own concerns at the other person’s expense, using whatever power
seems appropriate to win his or her position. Competing might mean standing up for your
rights, defending a position you believe is correct, or simply trying to win.
Collaborating is both assertive and cooperative. When collaborating, an individual attempts to
work with the other person to find a solution that fully satisfies the concerns of both. It involves
digging into an issue to identify the underlying concerns of the two individuals and to find an
alternative that meets both sets of concerns. Collaborating between two persons might take
the form of exploring a disagreement to learn from each other’s insights, resolving some
condition that would otherwise have them competing for resources, or confronting and trying
to find a creative solution to an interpersonal problem.
Compromising is intermediate in both assertiveness and cooperativeness. When compromising,
an individual has the objective of finding an expedient, mutually acceptable solution that
partially satisfies both parties. Compromising falls on a middle ground between competing and
accommodating, giving up more than competing but less than accommodating. Likewise, it
addresses an issue more directly than avoiding but doesn’t explore it in as much depth as
collaborating. Compromising might mean splitting the difference, exchanging concessions, or
seeking a quick middle-ground position.
C O M P E T I N G
C O L L A B O R A T I N G
C O M P R O M I S I N G
Avoiding is unassertive and uncooperative. When avoiding, an individual does not immediately
pursue his or her own concerns or those of the other person. He or she does not address the
conflict. Avoiding might take the form of diplomatically sidestepping an issue, postponing an
issue until a better time, or simply withdrawing from a threatening situation.
Accommodating is unassertive and cooperative—the opposite of competing. When
accommodating, an individual neglects his or her own concerns to satisfy the concerns of the
other person; there is an element of self-sacrifice in this mode. Accommodating might take the
form of selfless generosity or charity, obeying another person’s order when you would prefer
not to, or yielding to another’s point of view.
A C C O M M O D A T I N G
A V O I D I N G
TKI PROFILE & INTERPRETIVE REPORT AKIM MEGGETT
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Your TKI Profile
Your profile of TKI scores, shown below, indicates the repertoire of conflict-handling modes you use in
the kinds of conflicts you face. Your scores are arranged in descending order by percentile, with your
highest score indicating your most frequently used conflict mode.
100%75%
LOW
25%0%
MEDIUM HIGH
PERCENTILE SCOREMODE RAW
SCORE
COMPETING 6 69%
AVOIDING 7 65%
COLLABORATING 7 58%
ACCOMMODATING 5 46%
COMPROMISING 5 15%
Your raw score on each conflict-handling mode is simply the number of times you chose a TKI
statement for that mode. More important are your percentile scores. These show how your raw scores
compare to those of a representative sample of 8,000 employed adults who have already taken the
TKI.* Your percentile scores show the percentage of people in the sample who scored the same as or
lower than you on each mode.
Your profile shows that you scored highest on competing, where your score of 6 gave you a percentile
score of 69. This means you scored higher than 69 percent of the people in the sample on competing.
In contrast, you scored lowest on compromising, where you scored higher than only 15 percent of the
sample.
The vertical lines at the 25th and 75th percentiles separate the middle 50 percent of the scores on
each mode from the top 25 percent and the bottom 25 percent. Scores that fall in the top
25 percent are considered high. Similarly, scores that fall in the bottom 25 percent are considered
low. Scores that fall in the middle 50 percent are considered medium. Look at your scores to see
where they fall within this range.
*The norm sample consisted of 4,000 women and 4,000 men, ages 20 through 70, who were employed full-time in the United States. Data were drawn from a database of 59,000 cases
collected between 2002 and 2005 and were sampled to ensure representative numbers of people by organizational level and race/ethnicity.
TKI PROFILE & INTERPRETIVE REPORT AKIM MEGGETT
55PAGEJANUARY 30, 2025. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Interpreting Your Scores
When you look at your profile on the TKI, you probably want to know, “What are the correct
answers?” In the case of conflict-handling behavior, there are no right or wrong answers. All five
modes are useful in some situations: each represents a set of useful social skills. Our conventional
wisdom recognizes, for example, that often “Two heads are better than one” (collaborating). But it
also says, “Kill your enemies with kindness” (accommodating), “Split the difference” (compromising),
“Leave well enough alone” (avoiding), and “Might makes right” (competing). The effectiveness of a
given conflict-handling mode depends on the requirements of the specific situation and the skill with
which you use that mode.
You are capable of using all five conflict-handling modes; you cannot be characterized as having a
single, rigid style of dealing with conflict. However, most people use some modes more readily than
others, develop more skills in those modes, and therefore tend to rely on them more heavily. Many
have a clear favorite. The conflict behaviors you use are the result of both your personal predispositions
and the requirements of the situations in which you find yourself.
The following pages provide feedback on your conflict-handling modes as indicated by your TKI scores,
beginning with your most frequently used mode, competing.
To help you judge how appropriate your use of the five modes is for your situation, this section lists a
number of uses for each mode. The uses are based on lists generated by company presidents. In
addition, because your predispositions may lead you to rely on some conflict behaviors more or less
than necessary, this section also lists some diagnostic questions concerning warning signs for the
overuse or underuse of each mode.
TKI PROFILE & INTERPRETIVE REPORT AKIM MEGGETT
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Percentile: 69%
Range: Medium
Competing
Uses
You may be using this mode most frequently because of the circumstances you face. A group of
company presidents identified the following situations as times when competing is especially useful
and effective:
• When quick, decisive action is vital—for example, in an emergency
• On important issues when unpopular courses of action need implementing—for example, cost
cutting, enforcing unpopular rules, discipline
• On issues vital to company welfare when you know you’re right
• When you need to protect yourself from people who take advantage of noncompetitive behavior
Competing as a Style
Your frequent use of competing may also be part of a competing style you have developed to deal
with conflict. Styles are rooted in personal beliefs, values, and motives that “push” one’s conflict
behavior in a consistent direction.
Competitors tend to see conflicts as contests between opposing positions and the people who hold
them. Believing in their position, they try to win these contests. They regard teammates with other
views as opponents and will take on an entire group if the issue is important and they are confident.
Competitors value tough-mindedness, candor, having the courage of their convictions, and making
things happen. They use arguments and hard bargaining to advance their position and are often
impatient with others who disagree, wanting to “get things moving.”*
\* This style description is adapted with permission from Introduction to Conflict and Teams by Kenneth W. Thomas and Gail Fann Thomas (Mountain View, CA: CPP, Inc., 2004).
TKI PROFILE & INTERPRETIVE REPORT AKIM MEGGETT
77PAGEJANUARY 30, 2025. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Contributions of a Competing Style
Competitors can be powerful advocates for positions they see as valid. They are a force for moving
things along. Their tough-mindedness enables them to face unpleasant facts and push for decisions
that may be unpopular. In groups, competitors can be an effective antidote to others who are being
too nice or polite to take action or say what needs to be said. They can also force people to test their
assumptions. Competitors often take the lead when quick action is needed—for example, providing
direction in a crisis.
Questions to Ask
The danger in any style is that you may use your preferred mode out of habit—even when it is not the
most appropriate mode. Although your percentile score on competing is higher than for the other
modes, it is still in the medium range. So there is no strong reason to suspect that you overuse this
mode in general. The questions below can help you determine if you are overusing or underusing
competing in specific situations.
Signs of overuse
• Are you surrounded by “yes” people?
If so, perhaps it’s because they have learned that it’s unwise to disagree with you or have given
up trying to influence you. This closes you off from information.
• Are others afraid to admit ignorance and uncertainties to you?
In a competitive climate, one must fight for influence and respect, acting more certain and
confident than one feels. This means that people are less able to ask for information and
opinions—they are less likely to learn.
Signs of underuse
• Do you often feel powerless in situations?
You may be unaware of the power you have, unskilled in its use, or uncomfortable with the idea
of using it. This may hinder your effectiveness by restricting your influence.
• Do you sometimes have trouble taking a firm stand, even when you see the need?
Sometimes concerns for others’ feelings or anxieties about the use of power cause people to
vacillate, which may result in postponing the decision and adding to the suffering and/or
resentment of others.
TKI PROFILE & INTERPRETIVE REPORT AKIM MEGGETT
88PAGEJANUARY 30, 2025. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Percentile: 65%
Range: Medium
Avoiding
Uses
• When 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
or you are frustrated by something that would be very difficult to change
• When the potential costs of confronting a conflict outweigh the benefits of its resolution
• When you need to let people cool down—to reduce tensions to a productive level and to regain
perspective and composure
• When gathering more information outweighs the advantages of an immediate decision
• When others can resolve the issue more effectively
• When the issue seems tangential or symptomatic of another, more basic issue
Questions to Ask
Because you scored in the medium range on avoiding, there is little reason to suspect that you overuse
or underuse this mode in general. However, the questions below can help you determine if you are
overusing or underusing avoiding in specific situations.
Signs of overuse
• Does coordination suffer because people sometimes have trouble getting your input on issues?
• Does it sometimes appear that people are “walking on eggshells”?
Sometimes a disproportionate amount of energy is devoted to caution and avoiding issues,
indicating that those issues need to be faced and resolved.
• Are decisions on important issues sometimes made by default?
Signs of underuse
• Do you sometimes find yourself hurting people’s feelings or stirring up hostilities?
You may need to exercise more discretion and tact in framing issues in nonthreatening ways.
• Do you sometimes feel harried or overwhelmed by a number of issues?
You may need to devote more time to setting priorities—that is, deciding which issues are relatively
unimportant and perhaps delegating them to others.
TKI PROFILE & INTERPRETIVE REPORT AKIM MEGGETT
99PAGEJANUARY 30, 2025. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Percentile: 58%
Range: Medium
Collaborating
Uses
• When you need to find an integrative solution and the concerns of both parties are too important to
be compromised
• When your objective is to learn and you wish to test your assumptions and understand others’
views
• When you want to merge insights from people with different perspectives on a problem
• When you want to gain commitment by incorporating others’ concerns into a consensual decision
• When you need to work through hard feelings that have been interfering with a relationship
Questions to Ask
Because you scored in the medium range on collaborating, there is little reason to suspect that you
overuse or underuse this mode in general. However, the questions below can help you determine if you
are overusing or underusing collaborating in specific situations.
Signs of overuse
• Do you sometimes spend time discussing issues in depth that don’t seem to warrant it?
Collaboration takes time and energy—perhaps the scarcest organizational resources. Trivial
problems don’t require optimal solutions, and not all personal differences need to be hashed out.
The overuse of collaboration and consensual decision making sometimes represents a desire to
minimize risk—by diffusing responsibility for a decision or by postponing action.
• Does your collaborative behavior fail to elicit collaborative responses from others?
The exploratory and tentative nature of some collaborative behavior may make it easy for others to
disregard your overtures or take advantage of the trust and openness you display. You may be
missing some cues that would indicate the presence of defensiveness, strong feelings, impatience,
competitiveness, or conflicting interests.
Signs of underuse
• Is it difficult for you to see differences as opportunities for joint gain, learning, or problem solving?
Although conflict situations often involve threatening or unproductive aspects, approaching all
conflicts with pessimism can prevent people from seeing collaborative possibilities and thus deprive
them of the mutual gains and satisfactions that accompany successful collaboration.
• Are others uncommitted to your decisions or policies?
Perhaps their concerns are not being incorporated into those decisions or policies.
TKI PROFILE & INTERPRETIVE REPORT AKIM MEGGETT
1010PAGEJANUARY 30, 2025. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Percentile: 46%
Range: Medium
Accommodating
Uses
• When you realize that you are wrong—to allow a better solution to be considered, to learn from
others, and to show that you are reasonable
• When the issue is much more important to the other person than it is to you—to satisfy the needs
of others and as a goodwill gesture to help maintain a cooperative relationship
• When you want to build up social credits for later issues that are important to you
• When you are outmatched and losing and more competition would only damage your cause
• When preserving harmony and avoiding disruption are especially important
• When you want to help your employees develop by allowing them to learn from their mistakes
Questions to Ask
Because you scored in the medium range on accommodating, there is little reason to suspect that you
overuse or underuse this mode in general. However, the questions below can help you determine if you
are overusing or underusing accommodating in specific situations.
Signs of overuse
• Do you feel that your ideas and concerns sometimes don’t get the attention they deserve?
Deferring too much to the concerns of others can deprive you of influence, respect, and
recognition. It can also deprive the organization of your potential contributions.
• Is discipline lax?
Although discipline for its own sake may be of little value, some rules and procedures are crucial
and need to be enforced. Accommodating on these issues may harm you, others, or the
organization.
Signs of underuse
• Do you sometimes have trouble building goodwill with others?
Accommodation on minor issues that are important to others is a gesture of goodwill.
• Do others sometimes seem to regard you as unreasonable?
• Do you occasionally have trouble admitting when you are wrong?
• Do you recognize legitimate exceptions to the rules?
• Do you know when to give up?
TKI PROFILE & INTERPRETIVE REPORT AKIM MEGGETT
1111PAGEJANUARY 30, 2025. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Percentile: 15%
Range: Low
Compromising
Uses
• When goals are moderately important but not worth the effort or the potential disruption involved
in using more assertive modes
• When two opponents with equal power are strongly committed to mutually exclusive goals—as in
labor–management bargaining
• When you want to achieve a temporary settlement of a complex issue
• When you need to arrive at an expedient solution under time pressure
• As a backup mode when collaboration or competition fails
Questions to Ask
Because you scored low on compromising, there is a good chance that you are underusing this mode.
To help you determine whether that is the case, consider the following questions:
Signs of underuse
• Do you sometimes find yourself too sensitive or embarrassed to engage in the give-and-take of
bargaining?
This reticence can keep you from getting a fair share in negotiations—for yourself, your team, or
your organization.
• Do you sometimes find it difficult to make concessions?
Without this safety valve, you may have trouble gracefully getting out of mutually destructive
arguments, power struggles, and so on.
In contrast, the fact that you scored low on compromising makes it unlikely that you are overusing this
mode. However, you may be interested in these signs of overuse in others:
Signs of overuse
• Concentrating so heavily on the practicalities and tactics of compromise that one loses sight of
larger issues.
Neglected issues may include principles, values, long-term objectives, or company welfare.
• Creating a cynical climate of gamesmanship.
An emphasis on bargaining and trading may create a climate that undermines interpersonal trust
and deflects attention from the merits of the issues.
© Full copyright information appears on page 1.
CPP, Inc. | 800-624-1765 | www.cpp.com
© Full copyright information appears on page 1.
CPP, Inc. | 800-624-1765 | www.cpp.com
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**## TKIAssessment.pdf**
Thomas–Kilmann
Instrument
Conflict Mode
P R O F I L E A N D I N T E R P R E T I V E R E P O R T
Kenneth W. Thomas and Ralph H. Kilmann
TM
Thomas-Kilmann Conflict Mode Instrument Profile and Interpretive Report Copyright 2001, 2007 by CPP, Inc. All rights reserved. The TKI logo and the CPP logo are
trademarks or registered trademarks of CPP, Inc., in the United States and other countries.
CPP, Inc. | 800-624-1765 | www.cpp.com
Report prepared for
AKIM
MEGGETT
January 30, 2025
Interpreted by
JWMI
JWI 510
Leadership in the 21st Century
TKI PROFILE & INTERPRETIVE REPORT AKIM MEGGETT
22PAGEJANUARY 30, 2025. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
The Five Conflict-Handling Modes
The Thomas-Kilmann Conflict Mode Instrument (TKI) assesses an individual’s behavior in conflict
situations—that is, situations in which the concerns of two people appear to be incompatible.
In conflict situations, we can describe a person’s behavior along two basic dimensions*: (1)
assertiveness, the extent to which the individual attempts to satisfy his or her own concerns, and
(2) cooperativeness, the extent to which the individual attempts to satisfy the other person’s
concerns. These two dimensions of behavior can be used to define five methods of dealing with
conflict. These five conflict-handling modes are shown below:
COMPETING COLLABORATING
COMPROMISING
AVOIDING ACCOMMODATING
A
S
S
E
R
T
IV
E
N
E
S
S
U
N
A
S
S
E
R
T
IV
E
A
S
S
E
R
T
IV
E
COOPERATIVENESS
UNCOOPERATIVE COOPERATIVE
\* This two-dimensional model of conflict-handling behavior is adapted from “Conflict and Conflict Management” by Kenneth Thomas in The Handbook of Industrial and Organizational
Psychology, edited by Marvin Dunnette (Chicago: Rand McNally, 1976). Another valuable contribution in this field is the work by Robert Blake and Jane Mouton in The Managerial Grid
(Houston: Gulf Publishing, 1964, 1994).
TKI PROFILE & INTERPRETIVE REPORT AKIM MEGGETT
33PAGEJANUARY 30, 2025. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Competing is assertive and uncooperative, a power-oriented mode. When competing, an
individual pursues his or her own concerns at the other person’s expense, using whatever power
seems appropriate to win his or her position. Competing might mean standing up for your
rights, defending a position you believe is correct, or simply trying to win.
Collaborating is both assertive and cooperative. When collaborating, an individual attempts to
work with the other person to find a solution that fully satisfies the concerns of both. It involves
digging into an issue to identify the underlying concerns of the two individuals and to find an
alternative that meets both sets of concerns. Collaborating between two persons might take
the form of exploring a disagreement to learn from each other’s insights, resolving some
condition that would otherwise have them competing for resources, or confronting and trying
to find a creative solution to an interpersonal problem.
Compromising is intermediate in both assertiveness and cooperativeness. When compromising,
an individual has the objective of finding an expedient, mutually acceptable solution that
partially satisfies both parties. Compromising falls on a middle ground between competing and
accommodating, giving up more than competing but less than accommodating. Likewise, it
addresses an issue more directly than avoiding but doesn’t explore it in as much depth as
collaborating. Compromising might mean splitting the difference, exchanging concessions, or
seeking a quick middle-ground position.
C O M P E T I N G
C O L L A B O R A T I N G
C O M P R O M I S I N G
Avoiding is unassertive and uncooperative. When avoiding, an individual does not immediately
pursue his or her own concerns or those of the other person. He or she does not address the
conflict. Avoiding might take the form of diplomatically sidestepping an issue, postponing an
issue until a better time, or simply withdrawing from a threatening situation.
Accommodating is unassertive and cooperative—the opposite of competing. When
accommodating, an individual neglects his or her own concerns to satisfy the concerns of the
other person; there is an element of self-sacrifice in this mode. Accommodating might take the
form of selfless generosity or charity, obeying another person’s order when you would prefer
not to, or yielding to another’s point of view.
A C C O M M O D A T I N G
A V O I D I N G
TKI PROFILE & INTERPRETIVE REPORT AKIM MEGGETT
44PAGEJANUARY 30, 2025. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Your TKI Profile
Your profile of TKI scores, shown below, indicates the repertoire of conflict-handling modes you use in
the kinds of conflicts you face. Your scores are arranged in descending order by percentile, with your
highest score indicating your most frequently used conflict mode.
100%75%
LOW
25%0%
MEDIUM HIGH
PERCENTILE SCOREMODE RAW
SCORE
COMPETING 6 69%
AVOIDING 7 65%
COLLABORATING 7 58%
ACCOMMODATING 5 46%
COMPROMISING 5 15%
Your raw score on each conflict-handling mode is simply the number of times you chose a TKI
statement for that mode. More important are your percentile scores. These show how your raw scores
compare to those of a representative sample of 8,000 employed adults who have already taken the
TKI.* Your percentile scores show the percentage of people in the sample who scored the same as or
lower than you on each mode.
Your profile shows that you scored highest on competing, where your score of 6 gave you a percentile
score of 69. This means you scored higher than 69 percent of the people in the sample on competing.
In contrast, you scored lowest on compromising, where you scored higher than only 15 percent of the
sample.
The vertical lines at the 25th and 75th percentiles separate the middle 50 percent of the scores on
each mode from the top 25 percent and the bottom 25 percent. Scores that fall in the top
25 percent are considered high. Similarly, scores that fall in the bottom 25 percent are considered
low. Scores that fall in the middle 50 percent are considered medium. Look at your scores to see
where they fall within this range.
*The norm sample consisted of 4,000 women and 4,000 men, ages 20 through 70, who were employed full-time in the United States. Data were drawn from a database of 59,000 cases
collected between 2002 and 2005 and were sampled to ensure representative numbers of people by organizational level and race/ethnicity.
TKI PROFILE & INTERPRETIVE REPORT AKIM MEGGETT
55PAGEJANUARY 30, 2025. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Interpreting Your Scores
When you look at your profile on the TKI, you probably want to know, “What are the correct
answers?” In the case of conflict-handling behavior, there are no right or wrong answers. All five
modes are useful in some situations: each represents a set of useful social skills. Our conventional
wisdom recognizes, for example, that often “Two heads are better than one” (collaborating). But it
also says, “Kill your enemies with kindness” (accommodating), “Split the difference” (compromising),
“Leave well enough alone” (avoiding), and “Might makes right” (competing). The effectiveness of a
given conflict-handling mode depends on the requirements of the specific situation and the skill with
which you use that mode.
You are capable of using all five conflict-handling modes; you cannot be characterized as having a
single, rigid style of dealing with conflict. However, most people use some modes more readily than
others, develop more skills in those modes, and therefore tend to rely on them more heavily. Many
have a clear favorite. The conflict behaviors you use are the result of both your personal predispositions
and the requirements of the situations in which you find yourself.
The following pages provide feedback on your conflict-handling modes as indicated by your TKI scores,
beginning with your most frequently used mode, competing.
To help you judge how appropriate your use of the five modes is for your situation, this section lists a
number of uses for each mode. The uses are based on lists generated by company presidents. In
addition, because your predispositions may lead you to rely on some conflict behaviors more or less
than necessary, this section also lists some diagnostic questions concerning warning signs for the
overuse or underuse of each mode.
TKI PROFILE & INTERPRETIVE REPORT AKIM MEGGETT
66PAGEJANUARY 30, 2025. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Percentile: 69%
Range: Medium
Competing
Uses
You may be using this mode most frequently because of the circumstances you face. A group of
company presidents identified the following situations as times when competing is especially useful
and effective:
• When quick, decisive action is vital—for example, in an emergency
• On important issues when unpopular courses of action need implementing—for example, cost
cutting, enforcing unpopular rules, discipline
• On issues vital to company welfare when you know you’re right
• When you need to protect yourself from people who take advantage of noncompetitive behavior
Competing as a Style
Your frequent use of competing may also be part of a competing style you have developed to deal
with conflict. Styles are rooted in personal beliefs, values, and motives that “push” one’s conflict
behavior in a consistent direction.
Competitors tend to see conflicts as contests between opposing positions and the people who hold
them. Believing in their position, they try to win these contests. They regard teammates with other
views as opponents and will take on an entire group if the issue is important and they are confident.
Competitors value tough-mindedness, candor, having the courage of their convictions, and making
things happen. They use arguments and hard bargaining to advance their position and are often
impatient with others who disagree, wanting to “get things moving.”*
\* This style description is adapted with permission from Introduction to Conflict and Teams by Kenneth W. Thomas and Gail Fann Thomas (Mountain View, CA: CPP, Inc., 2004).
TKI PROFILE & INTERPRETIVE REPORT AKIM MEGGETT
77PAGEJANUARY 30, 2025. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Contributions of a Competing Style
Competitors can be powerful advocates for positions they see as valid. They are a force for moving
things along. Their tough-mindedness enables them to face unpleasant facts and push for decisions
that may be unpopular. In groups, competitors can be an effective antidote to others who are being
too nice or polite to take action or say what needs to be said. They can also force people to test their
assumptions. Competitors often take the lead when quick action is needed—for example, providing
direction in a crisis.
Questions to Ask
The danger in any style is that you may use your preferred mode out of habit—even when it is not the
most appropriate mode. Although your percentile score on competing is higher than for the other
modes, it is still in the medium range. So there is no strong reason to suspect that you overuse this
mode in general. The questions below can help you determine if you are overusing or underusing
competing in specific situations.
Signs of overuse
• Are you surrounded by “yes” people?
If so, perhaps it’s because they have learned that it’s unwise to disagree with you or have given
up trying to influence you. This closes you off from information.
• Are others afraid to admit ignorance and uncertainties to you?
In a competitive climate, one must fight for influence and respect, acting more certain and
confident than one feels. This means that people are less able to ask for information and
opinions—they are less likely to learn.
Signs of underuse
• Do you often feel powerless in situations?
You may be unaware of the power you have, unskilled in its use, or uncomfortable with the idea
of using it. This may hinder your effectiveness by restricting your influence.
• Do you sometimes have trouble taking a firm stand, even when you see the need?
Sometimes concerns for others’ feelings or anxieties about the use of power cause people to
vacillate, which may result in postponing the decision and adding to the suffering and/or
resentment of others.
TKI PROFILE & INTERPRETIVE REPORT AKIM MEGGETT
88PAGEJANUARY 30, 2025. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Percentile: 65%
Range: Medium
Avoiding
Uses
• When 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
or you are frustrated by something that would be very difficult to change
• When the potential costs of confronting a conflict outweigh the benefits of its resolution
• When you need to let people cool down—to reduce tensions to a productive level and to regain
perspective and composure
• When gathering more information outweighs the advantages of an immediate decision
• When others can resolve the issue more effectively
• When the issue seems tangential or symptomatic of another, more basic issue
Questions to Ask
Because you scored in the medium range on avoiding, there is little reason to suspect that you overuse
or underuse this mode in general. However, the questions below can help you determine if you are
overusing or underusing avoiding in specific situations.
Signs of overuse
• Does coordination suffer because people sometimes have trouble getting your input on issues?
• Does it sometimes appear that people are “walking on eggshells”?
Sometimes a disproportionate amount of energy is devoted to caution and avoiding issues,
indicating that those issues need to be faced and resolved.
• Are decisions on important issues sometimes made by default?
Signs of underuse
• Do you sometimes find yourself hurting people’s feelings or stirring up hostilities?
You may need to exercise more discretion and tact in framing issues in nonthreatening ways.
• Do you sometimes feel harried or overwhelmed by a number of issues?
You may need to devote more time to setting priorities—that is, deciding which issues are relatively
unimportant and perhaps delegating them to others.
TKI PROFILE & INTERPRETIVE REPORT AKIM MEGGETT
99PAGEJANUARY 30, 2025. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Percentile: 58%
Range: Medium
Collaborating
Uses
• When you need to find an integrative solution and the concerns of both parties are too important to
be compromised
• When your objective is to learn and you wish to test your assumptions and understand others’
views
• When you want to merge insights from people with different perspectives on a problem
• When you want to gain commitment by incorporating others’ concerns into a consensual decision
• When you need to work through hard feelings that have been interfering with a relationship
Questions to Ask
Because you scored in the medium range on collaborating, there is little reason to suspect that you
overuse or underuse this mode in general. However, the questions below can help you determine if you
are overusing or underusing collaborating in specific situations.
Signs of overuse
• Do you sometimes spend time discussing issues in depth that don’t seem to warrant it?
Collaboration takes time and energy—perhaps the scarcest organizational resources. Trivial
problems don’t require optimal solutions, and not all personal differences need to be hashed out.
The overuse of collaboration and consensual decision making sometimes represents a desire to
minimize risk—by diffusing responsibility for a decision or by postponing action.
• Does your collaborative behavior fail to elicit collaborative responses from others?
The exploratory and tentative nature of some collaborative behavior may make it easy for others to
disregard your overtures or take advantage of the trust and openness you display. You may be
missing some cues that would indicate the presence of defensiveness, strong feelings, impatience,
competitiveness, or conflicting interests.
Signs of underuse
• Is it difficult for you to see differences as opportunities for joint gain, learning, or problem solving?
Although conflict situations often involve threatening or unproductive aspects, approaching all
conflicts with pessimism can prevent people from seeing collaborative possibilities and thus deprive
them of the mutual gains and satisfactions that accompany successful collaboration.
• Are others uncommitted to your decisions or policies?
Perhaps their concerns are not being incorporated into those decisions or policies.
TKI PROFILE & INTERPRETIVE REPORT AKIM MEGGETT
1010PAGEJANUARY 30, 2025. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Percentile: 46%
Range: Medium
Accommodating
Uses
• When you realize that you are wrong—to allow a better solution to be considered, to learn from
others, and to show that you are reasonable
• When the issue is much more important to the other person than it is to you—to satisfy the needs
of others and as a goodwill gesture to help maintain a cooperative relationship
• When you want to build up social credits for later issues that are important to you
• When you are outmatched and losing and more competition would only damage your cause
• When preserving harmony and avoiding disruption are especially important
• When you want to help your employees develop by allowing them to learn from their mistakes
Questions to Ask
Because you scored in the medium range on accommodating, there is little reason to suspect that you
overuse or underuse this mode in general. However, the questions below can help you determine if you
are overusing or underusing accommodating in specific situations.
Signs of overuse
• Do you feel that your ideas and concerns sometimes don’t get the attention they deserve?
Deferring too much to the concerns of others can deprive you of influence, respect, and
recognition. It can also deprive the organization of your potential contributions.
• Is discipline lax?
Although discipline for its own sake may be of little value, some rules and procedures are crucial
and need to be enforced. Accommodating on these issues may harm you, others, or the
organization.
Signs of underuse
• Do you sometimes have trouble building goodwill with others?
Accommodation on minor issues that are important to others is a gesture of goodwill.
• Do others sometimes seem to regard you as unreasonable?
• Do you occasionally have trouble admitting when you are wrong?
• Do you recognize legitimate exceptions to the rules?
• Do you know when to give up?
TKI PROFILE & INTERPRETIVE REPORT AKIM MEGGETT
1111PAGEJANUARY 30, 2025. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Percentile: 15%
Range: Low
Compromising
Uses
• When goals are moderately important but not worth the effort or the potential disruption involved
in using more assertive modes
• When two opponents with equal power are strongly committed to mutually exclusive goals—as in
labor–management bargaining
• When you want to achieve a temporary settlement of a complex issue
• When you need to arrive at an expedient solution under time pressure
• As a backup mode when collaboration or competition fails
Questions to Ask
Because you scored low on compromising, there is a good chance that you are underusing this mode.
To help you determine whether that is the case, consider the following questions:
Signs of underuse
• Do you sometimes find yourself too sensitive or embarrassed to engage in the give-and-take of
bargaining?
This reticence can keep you from getting a fair share in negotiations—for yourself, your team, or
your organization.
• Do you sometimes find it difficult to make concessions?
Without this safety valve, you may have trouble gracefully getting out of mutually destructive
arguments, power struggles, and so on.
In contrast, the fact that you scored low on compromising makes it unlikely that you are overusing this
mode. However, you may be interested in these signs of overuse in others:
Signs of overuse
• Concentrating so heavily on the practicalities and tactics of compromise that one loses sight of
larger issues.
Neglected issues may include principles, values, long-term objectives, or company welfare.
• Creating a cynical climate of gamesmanship.
An emphasis on bargaining and trading may create a climate that undermines interpersonal trust
and deflects attention from the merits of the issues.
© Full copyright information appears on page 1.
CPP, Inc. | 800-624-1765 | www.cpp.com
© Full copyright information appears on page 1.
CPP, Inc. | 800-624-1765 | www.cpp.com
**Week5Discussion.jpeg**
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**## TKIAssessment.pdf**
Thomas–Kilmann
Instrument
Conflict Mode
P R O F I L E A N D I N T E R P R E T I V E R E P O R T
Kenneth W. Thomas and Ralph H. Kilmann
TM
Thomas-Kilmann Conflict Mode Instrument Profile and Interpretive Report Copyright 2001, 2007 by CPP, Inc. All rights reserved. The TKI logo and the CPP logo are
trademarks or registered trademarks of CPP, Inc., in the United States and other countries.
CPP, Inc. | 800-624-1765 | www.cpp.com
Report prepared for
AKIM
MEGGETT
January 30, 2025
Interpreted by
JWMI
JWI 510
Leadership in the 21st Century
TKI PROFILE & INTERPRETIVE REPORT AKIM MEGGETT
22PAGEJANUARY 30, 2025. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
The Five Conflict-Handling Modes
The Thomas-Kilmann Conflict Mode Instrument (TKI) assesses an individual’s behavior in conflict
situations—that is, situations in which the concerns of two people appear to be incompatible.
In conflict situations, we can describe a person’s behavior along two basic dimensions*: (1)
assertiveness, the extent to which the individual attempts to satisfy his or her own concerns, and
(2) cooperativeness, the extent to which the individual attempts to satisfy the other person’s
concerns. These two dimensions of behavior can be used to define five methods of dealing with
conflict. These five conflict-handling modes are shown below:
COMPETING COLLABORATING
COMPROMISING
AVOIDING ACCOMMODATING
A
S
S
E
R
T
IV
E
N
E
S
S
U
N
A
S
S
E
R
T
IV
E
A
S
S
E
R
T
IV
E
COOPERATIVENESS
UNCOOPERATIVE COOPERATIVE
\* This two-dimensional model of conflict-handling behavior is adapted from “Conflict and Conflict Management” by Kenneth Thomas in The Handbook of Industrial and Organizational
Psychology, edited by Marvin Dunnette (Chicago: Rand McNally, 1976). Another valuable contribution in this field is the work by Robert Blake and Jane Mouton in The Managerial Grid
(Houston: Gulf Publishing, 1964, 1994).
TKI PROFILE & INTERPRETIVE REPORT AKIM MEGGETT
33PAGEJANUARY 30, 2025. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Competing is assertive and uncooperative, a power-oriented mode. When competing, an
individual pursues his or her own concerns at the other person’s expense, using whatever power
seems appropriate to win his or her position. Competing might mean standing up for your
rights, defending a position you believe is correct, or simply trying to win.
Collaborating is both assertive and cooperative. When collaborating, an individual attempts to
work with the other person to find a solution that fully satisfies the concerns of both. It involves
digging into an issue to identify the underlying concerns of the two individuals and to find an
alternative that meets both sets of concerns. Collaborating between two persons might take
the form of exploring a disagreement to learn from each other’s insights, resolving some
condition that would otherwise have them competing for resources, or confronting and trying
to find a creative solution to an interpersonal problem.
Compromising is intermediate in both assertiveness and cooperativeness. When compromising,
an individual has the objective of finding an expedient, mutually acceptable solution that
partially satisfies both parties. Compromising falls on a middle ground between competing and
accommodating, giving up more than competing but less than accommodating. Likewise, it
addresses an issue more directly than avoiding but doesn’t explore it in as much depth as
collaborating. Compromising might mean splitting the difference, exchanging concessions, or
seeking a quick middle-ground position.
C O M P E T I N G
C O L L A B O R A T I N G
C O M P R O M I S I N G
Avoiding is unassertive and uncooperative. When avoiding, an individual does not immediately
pursue his or her own concerns or those of the other person. He or she does not address the
conflict. Avoiding might take the form of diplomatically sidestepping an issue, postponing an
issue until a better time, or simply withdrawing from a threatening situation.
Accommodating is unassertive and cooperative—the opposite of competing. When
accommodating, an individual neglects his or her own concerns to satisfy the concerns of the
other person; there is an element of self-sacrifice in this mode. Accommodating might take the
form of selfless generosity or charity, obeying another person’s order when you would prefer
not to, or yielding to another’s point of view.
A C C O M M O D A T I N G
A V O I D I N G
TKI PROFILE & INTERPRETIVE REPORT AKIM MEGGETT
44PAGEJANUARY 30, 2025. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Your TKI Profile
Your profile of TKI scores, shown below, indicates the repertoire of conflict-handling modes you use in
the kinds of conflicts you face. Your scores are arranged in descending order by percentile, with your
highest score indicating your most frequently used conflict mode.
100%75%
LOW
25%0%
MEDIUM HIGH
PERCENTILE SCOREMODE RAW
SCORE
COMPETING 6 69%
AVOIDING 7 65%
COLLABORATING 7 58%
ACCOMMODATING 5 46%
COMPROMISING 5 15%
Your raw score on each conflict-handling mode is simply the number of times you chose a TKI
statement for that mode. More important are your percentile scores. These show how your raw scores
compare to those of a representative sample of 8,000 employed adults who have already taken the
TKI.* Your percentile scores show the percentage of people in the sample who scored the same as or
lower than you on each mode.
Your profile shows that you scored highest on competing, where your score of 6 gave you a percentile
score of 69. This means you scored higher than 69 percent of the people in the sample on competing.
In contrast, you scored lowest on compromising, where you scored higher than only 15 percent of the
sample.
The vertical lines at the 25th and 75th percentiles separate the middle 50 percent of the scores on
each mode from the top 25 percent and the bottom 25 percent. Scores that fall in the top
25 percent are considered high. Similarly, scores that fall in the bottom 25 percent are considered
low. Scores that fall in the middle 50 percent are considered medium. Look at your scores to see
where they fall within this range.
*The norm sample consisted of 4,000 women and 4,000 men, ages 20 through 70, who were employed full-time in the United States. Data were drawn from a database of 59,000 cases
collected between 2002 and 2005 and were sampled to ensure representative numbers of people by organizational level and race/ethnicity.
TKI PROFILE & INTERPRETIVE REPORT AKIM MEGGETT
55PAGEJANUARY 30, 2025. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Interpreting Your Scores
When you look at your profile on the TKI, you probably want to know, “What are the correct
answers?” In the case of conflict-handling behavior, there are no right or wrong answers. All five
modes are useful in some situations: each represents a set of useful social skills. Our conventional
wisdom recognizes, for example, that often “Two heads are better than one” (collaborating). But it
also says, “Kill your enemies with kindness” (accommodating), “Split the difference” (compromising),
“Leave well enough alone” (avoiding), and “Might makes right” (competing). The effectiveness of a
given conflict-handling mode depends on the requirements of the specific situation and the skill with
which you use that mode.
You are capable of using all five conflict-handling modes; you cannot be characterized as having a
single, rigid style of dealing with conflict. However, most people use some modes more readily than
others, develop more skills in those modes, and therefore tend to rely on them more heavily. Many
have a clear favorite. The conflict behaviors you use are the result of both your personal predispositions
and the requirements of the situations in which you find yourself.
The following pages provide feedback on your conflict-handling modes as indicated by your TKI scores,
beginning with your most frequently used mode, competing.
To help you judge how appropriate your use of the five modes is for your situation, this section lists a
number of uses for each mode. The uses are based on lists generated by company presidents. In
addition, because your predispositions may lead you to rely on some conflict behaviors more or less
than necessary, this section also lists some diagnostic questions concerning warning signs for the
overuse or underuse of each mode.
TKI PROFILE & INTERPRETIVE REPORT AKIM MEGGETT
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Percentile: 69%
Range: Medium
Competing
Uses
You may be using this mode most frequently because of the circumstances you face. A group of
company presidents identified the following situations as times when competing is especially useful
and effective:
• When quick, decisive action is vital—for example, in an emergency
• On important issues when unpopular courses of action need implementing—for example, cost
cutting, enforcing unpopular rules, discipline
• On issues vital to company welfare when you know you’re right
• When you need to protect yourself from people who take advantage of noncompetitive behavior
Competing as a Style
Your frequent use of competing may also be part of a competing style you have developed to deal
with conflict. Styles are rooted in personal beliefs, values, and motives that “push” one’s conflict
behavior in a consistent direction.
Competitors tend to see conflicts as contests between opposing positions and the people who hold
them. Believing in their position, they try to win these contests. They regard teammates with other
views as opponents and will take on an entire group if the issue is important and they are confident.
Competitors value tough-mindedness, candor, having the courage of their convictions, and making
things happen. They use arguments and hard bargaining to advance their position and are often
impatient with others who disagree, wanting to “get things moving.”*
\* This style description is adapted with permission from Introduction to Conflict and Teams by Kenneth W. Thomas and Gail Fann Thomas (Mountain View, CA: CPP, Inc., 2004).
TKI PROFILE & INTERPRETIVE REPORT AKIM MEGGETT
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Contributions of a Competing Style
Competitors can be powerful advocates for positions they see as valid. They are a force for moving
things along. Their tough-mindedness enables them to face unpleasant facts and push for decisions
that may be unpopular. In groups, competitors can be an effective antidote to others who are being
too nice or polite to take action or say what needs to be said. They can also force people to test their
assumptions. Competitors often take the lead when quick action is needed—for example, providing
direction in a crisis.
Questions to Ask
The danger in any style is that you may use your preferred mode out of habit—even when it is not the
most appropriate mode. Although your percentile score on competing is higher than for the other
modes, it is still in the medium range. So there is no strong reason to suspect that you overuse this
mode in general. The questions below can help you determine if you are overusing or underusing
competing in specific situations.
Signs of overuse
• Are you surrounded by “yes” people?
If so, perhaps it’s because they have learned that it’s unwise to disagree with you or have given
up trying to influence you. This closes you off from information.
• Are others afraid to admit ignorance and uncertainties to you?
In a competitive climate, one must fight for influence and respect, acting more certain and
confident than one feels. This means that people are less able to ask for information and
opinions—they are less likely to learn.
Signs of underuse
• Do you often feel powerless in situations?
You may be unaware of the power you have, unskilled in its use, or uncomfortable with the idea
of using it. This may hinder your effectiveness by restricting your influence.
• Do you sometimes have trouble taking a firm stand, even when you see the need?
Sometimes concerns for others’ feelings or anxieties about the use of power cause people to
vacillate, which may result in postponing the decision and adding to the suffering and/or
resentment of others.
TKI PROFILE & INTERPRETIVE REPORT AKIM MEGGETT
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Percentile: 65%
Range: Medium
Avoiding
Uses
• When 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
or you are frustrated by something that would be very difficult to change
• When the potential costs of confronting a conflict outweigh the benefits of its resolution
• When you need to let people cool down—to reduce tensions to a productive level and to regain
perspective and composure
• When gathering more information outweighs the advantages of an immediate decision
• When others can resolve the issue more effectively
• When the issue seems tangential or symptomatic of another, more basic issue
Questions to Ask
Because you scored in the medium range on avoiding, there is little reason to suspect that you overuse
or underuse this mode in general. However, the questions below can help you determine if you are
overusing or underusing avoiding in specific situations.
Signs of overuse
• Does coordination suffer because people sometimes have trouble getting your input on issues?
• Does it sometimes appear that people are “walking on eggshells”?
Sometimes a disproportionate amount of energy is devoted to caution and avoiding issues,
indicating that those issues need to be faced and resolved.
• Are decisions on important issues sometimes made by default?
Signs of underuse
• Do you sometimes find yourself hurting people’s feelings or stirring up hostilities?
You may need to exercise more discretion and tact in framing issues in nonthreatening ways.
• Do you sometimes feel harried or overwhelmed by a number of issues?
You may need to devote more time to setting priorities—that is, deciding which issues are relatively
unimportant and perhaps delegating them to others.
TKI PROFILE & INTERPRETIVE REPORT AKIM MEGGETT
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Percentile: 58%
Range: Medium
Collaborating
Uses
• When you need to find an integrative solution and the concerns of both parties are too important to
be compromised
• When your objective is to learn and you wish to test your assumptions and understand others’
views
• When you want to merge insights from people with different perspectives on a problem
• When you want to gain commitment by incorporating others’ concerns into a consensual decision
• When you need to work through hard feelings that have been interfering with a relationship
Questions to Ask
Because you scored in the medium range on collaborating, there is little reason to suspect that you
overuse or underuse this mode in general. However, the questions below can help you determine if you
are overusing or underusing collaborating in specific situations.
Signs of overuse
• Do you sometimes spend time discussing issues in depth that don’t seem to warrant it?
Collaboration takes time and energy—perhaps the scarcest organizational resources. Trivial
problems don’t require optimal solutions, and not all personal differences need to be hashed out.
The overuse of collaboration and consensual decision making sometimes represents a desire to
minimize risk—by diffusing responsibility for a decision or by postponing action.
• Does your collaborative behavior fail to elicit collaborative responses from others?
The exploratory and tentative nature of some collaborative behavior may make it easy for others to
disregard your overtures or take advantage of the trust and openness you display. You may be
missing some cues that would indicate the presence of defensiveness, strong feelings, impatience,
competitiveness, or conflicting interests.
Signs of underuse
• Is it difficult for you to see differences as opportunities for joint gain, learning, or problem solving?
Although conflict situations often involve threatening or unproductive aspects, approaching all
conflicts with pessimism can prevent people from seeing collaborative possibilities and thus deprive
them of the mutual gains and satisfactions that accompany successful collaboration.
• Are others uncommitted to your decisions or policies?
Perhaps their concerns are not being incorporated into those decisions or policies.
TKI PROFILE & INTERPRETIVE REPORT AKIM MEGGETT
1010PAGEJANUARY 30, 2025. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Percentile: 46%
Range: Medium
Accommodating
Uses
• When you realize that you are wrong—to allow a better solution to be considered, to learn from
others, and to show that you are reasonable
• When the issue is much more important to the other person than it is to you—to satisfy the needs
of others and as a goodwill gesture to help maintain a cooperative relationship
• When you want to build up social credits for later issues that are important to you
• When you are outmatched and losing and more competition would only damage your cause
• When preserving harmony and avoiding disruption are especially important
• When you want to help your employees develop by allowing them to learn from their mistakes
Questions to Ask
Because you scored in the medium range on accommodating, there is little reason to suspect that you
overuse or underuse this mode in general. However, the questions below can help you determine if you
are overusing or underusing accommodating in specific situations.
Signs of overuse
• Do you feel that your ideas and concerns sometimes don’t get the attention they deserve?
Deferring too much to the concerns of others can deprive you of influence, respect, and
recognition. It can also deprive the organization of your potential contributions.
• Is discipline lax?
Although discipline for its own sake may be of little value, some rules and procedures are crucial
and need to be enforced. Accommodating on these issues may harm you, others, or the
organization.
Signs of underuse
• Do you sometimes have trouble building goodwill with others?
Accommodation on minor issues that are important to others is a gesture of goodwill.
• Do others sometimes seem to regard you as unreasonable?
• Do you occasionally have trouble admitting when you are wrong?
• Do you recognize legitimate exceptions to the rules?
• Do you know when to give up?
TKI PROFILE & INTERPRETIVE REPORT AKIM MEGGETT
1111PAGEJANUARY 30, 2025. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Percentile: 15%
Range: Low
Compromising
Uses
• When goals are moderately important but not worth the effort or the potential disruption involved
in using more assertive modes
• When two opponents with equal power are strongly committed to mutually exclusive goals—as in
labor–management bargaining
• When you want to achieve a temporary settlement of a complex issue
• When you need to arrive at an expedient solution under time pressure
• As a backup mode when collaboration or competition fails
Questions to Ask
Because you scored low on compromising, there is a good chance that you are underusing this mode.
To help you determine whether that is the case, consider the following questions:
Signs of underuse
• Do you sometimes find yourself too sensitive or embarrassed to engage in the give-and-take of
bargaining?
This reticence can keep you from getting a fair share in negotiations—for yourself, your team, or
your organization.
• Do you sometimes find it difficult to make concessions?
Without this safety valve, you may have trouble gracefully getting out of mutually destructive
arguments, power struggles, and so on.
In contrast, the fact that you scored low on compromising makes it unlikely that you are overusing this
mode. However, you may be interested in these signs of overuse in others:
Signs of overuse
• Concentrating so heavily on the practicalities and tactics of compromise that one loses sight of
larger issues.
Neglected issues may include principles, values, long-term objectives, or company welfare.
• Creating a cynical climate of gamesmanship.
An emphasis on bargaining and trading may create a climate that undermines interpersonal trust
and deflects attention from the merits of the issues.
© Full copyright information appears on page 1.
CPP, Inc. | 800-624-1765 | www.cpp.com
© Full copyright information appears on page 1.
CPP, Inc. | 800-624-1765 | www.cpp.com
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**## WEEK10ASSIGNMENT.docx**
**Advanced Human Services Professional Practitioner Roles and Career Paths**
It is never too early to begin thinking about your career path. Whether you are already working in the human services profession and interested in advancing your career or are new to the profession, it is important to spend some time thinking about the types of human services jobs you would like to pursue. Over the past several weeks, you have completed assessments to learn more about yourself. For this Assignment, you use that self-knowledge to determine your capacity to serve in a leadership position in which you will be supervising human services practitioners performing the roles you learned about in this course and performing some of the roles yourself. You will also identify two leadership positions of interest to you and the knowledge areas, skills, and abilities you would need to develop to work in these positions.
**Resources**
Be sure to review the Learning Resources before completing this activity. Click the weekly resources link to access the resources.
[**WEEKLY RESOURCES**](https://waldenu.instructure.com/courses/142950/pages/week-10-learning-resources)
**To Prepare**
· Reflect on the results of your conflict management, personality, and human services assessments from the previous weeks.
· Based on this information, consider your capacity to serve in a leadership position in which you will be supervising human services practitioners performing the roles you learned about in this course and performing some of the roles yourself.
· Use the internet to search for job postings for your two leadership positions of interest to you. Consider what knowledge areas, skills, and abilities you would need to develop to work in these positions.
**By Day 7**
**Submit** a 2- to 3-page paper that addresses the following:
· In a paragraph or less, synthesize the results of your conflict management, personality, and human services assessments from previous weeks.
· Based on this information, assess your capacity to serve in a leadership position in which you will be supervising human services practitioners performing the roles you learned about in this course and performing some of the roles yourself.
· Provide links to two human services leadership job postings of interest to you.
· Explain why the jobs interest you and what additional knowledge areas, skills, and abilities you would need to develop to be a good candidate for those jobs.
REFERENCES/RESOURCES
· Schram, B., Mandell, B.R., Dann, P.L., & Peterson, L. (2020).
_An introduction to human services: Policy and practice_ (9th ed.). Pearson.
· Chapter 7, “Working with Diversity” (pp. 160–206)
· Chapter 8, “Interviewing” (pp. 207–236)
· Chapter 9, “Direct Strategies: Working with People One-on–One” (pp. 237–254)
· Chapter 10, “Working with Groups” (255–276)
· Chapter 11, “Planning a Human Service Program” (pp. 277–298)
· Chapter 12, “Indirect Strategies: Organizing for Change” (pp. 299–322)
· Penn, S., & Baartmans, H. (2018).
[A phenomenological study on meaningful professional experiences for human services professionals.Links to an external site.](https://search.ebscohost.com/login.aspx?direct=true&db=edo&AN=142858008&site=eds-live&scope=site&authtype=shib&custid=s6527200) _Journal of Human Services, 38_(1), 35–44.
**## WEEK10ASSIGNMENT.docx**
**Advanced Human Services Professional Practitioner Roles and Career Paths**
It is never too early to begin thinking about your career path. Whether you are already working in the human services profession and interested in advancing your career or are new to the profession, it is important to spend some time thinking about the types of human services jobs you would like to pursue. Over the past several weeks, you have completed assessments to learn more about yourself. For this Assignment, you use that self-knowledge to determine your capacity to serve in a leadership position in which you will be supervising human services practitioners performing the roles you learned about in this course and performing some of the roles yourself. You will also identify two leadership positions of interest to you and the knowledge areas, skills, and abilities you would need to develop to work in these positions.
**Resources**
Be sure to review the Learning Resources before completing this activity. Click the weekly resources link to access the resources.
[**WEEKLY RESOURCES**](https://waldenu.instructure.com/courses/142950/pages/week-10-learning-resources)
**To Prepare**
· Reflect on the results of your conflict management, personality, and human services assessments from the previous weeks.
· Based on this information, consider your capacity to serve in a leadership position in which you will be supervising human services practitioners performing the roles you learned about in this course and performing some of the roles yourself.
· Use the internet to search for job postings for your two leadership positions of interest to you. Consider what knowledge areas, skills, and abilities you would need to develop to work in these positions.
**By Day 7**
**Submit** a 2- to 3-page paper that addresses the following:
· In a paragraph or less, synthesize the results of your conflict management, personality, and human services assessments from previous weeks.
· Based on this information, assess your capacity to serve in a leadership position in which you will be supervising human services practitioners performing the roles you learned about in this course and performing some of the roles yourself.
· Provide links to two human services leadership job postings of interest to you.
· Explain why the jobs interest you and what additional knowledge areas, skills, and abilities you would need to develop to be a good candidate for those jobs.
REFERENCES/RESOURCES
· Schram, B., Mandell, B.R., Dann, P.L., & Peterson, L. (2020).
_An introduction to human services: Policy and practice_ (9th ed.). Pearson.
· Chapter 7, “Working with Diversity” (pp. 160–206)
· Chapter 8, “Interviewing” (pp. 207–236)
· Chapter 9, “Direct Strategies: Working with People One-on–One” (pp. 237–254)
· Chapter 10, “Working with Groups” (255–276)
· Chapter 11, “Planning a Human Service Program” (pp. 277–298)
· Chapter 12, “Indirect Strategies: Organizing for Change” (pp. 299–322)
· Penn, S., & Baartmans, H. (2018).
[A phenomenological study on meaningful professional experiences for human services professionals.Links to an external site.](https://search.ebscohost.com/login.aspx?direct=true&db=edo&AN=142858008&site=eds-live&scope=site&authtype=shib&custid=s6527200) _Journal of Human Services, 38_(1), 35–44.