1a) An advantage of the Thomas-Kilmann model is that it helps improve self-awareness. For instance, knowing one preferred conflict mode helps give one an idea of what one needs to make different to perform better in personal relationships and the workplace.
ii) Also, the model is educational in that when people become self-aware of their conflict resolution approach, they become more tolerant of others. This self-awareness leads to a reduction in the blame game that occurs in organizations. In an organization, if the conflict instrument is used among group members, having an idea of everyone’s favourite conflict mode during a conflict mode can help lead to faster conflict resolution.
1b) A limitation of the Thomas-Kilmann conflict mode model is that the statements were not culture specific.
For instance, in most cultures, whenever there is a conflict, the first thing considered is the age, wealth index or status, gender as well as who the person we are conflicting with is to us before we then decide on what type of conflict mode to adopt.
The conflict mode we use when we conflict with close friends and family is different from what we adopt when we are in disagreement with people we do not know.
ii) Another limitation of the model is that the statements were repetitive and constrained. Though one would have preferred a different option or could have used both options, one must pick between the two options.
2) The conflict that occurred at the “improbable Escapes” will be classified as functional because whatever disagreements that occurred was because we were all trying to be creative to reach a goal which was to open the door.
The argument and disagreements we had led us to find out more clues that benefitted our mission. For instance, I remember fighting with one of my teammates due to him thinking his way was the only right way without letting others contribute to the mission. The main reason for the conflict was to ensure that everyone inputted their ideas about opening the door and fulfilling our mission.
3) Based on the Thomas-Kilmann self-assessment, I scored high on all but competing, and I had my highest in collaborating and accommodating. These styles were also in tune with what I used when playing the “improbable escapes” game. I embraced the accommodating technique when a fight broke out between myself and one of my colleagues; I decided not to escalate the issue because I sensed that avoiding trouble and working in peace and unity was paramount to escaping the room and finishing on time. Similarly, whenever we argued determining the codes to opening the boxes, I employed the joint problem-solving style to calm the situation and look for a win for everyone. My team-members employed competing, avoiding, and compromising styles. I remember that when we were arguing on the ways to place the plugs on the door to open them, a colleague proposed that we took a bit off from everyone’s idea and tried it out. I was okay with this compromising style because I knew we were short of time and needed the best possible ways. I equally had a teammate that used the competing conflict mode; he was uncooperative but assertive maybe because he felt we had to take quick actions since we were under a time constraint. I did not agree with that, and it led to a fight between us.
4) If given a chance to replay the game, I would employ the same conflict mode but use them less while I adopt the compromising mode more because in situations when you are under time-constraint, finding a middle ground and making concessions are essential.
A conflict management style I look forward to adopting is the competing mode. Rather than cowering or giving in to other’s interests at my expense, I can make use of this mode to be more assertive and protect myself from people who may want to take advantage of me.
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