TKI-CLASSMATES

Order Description Respond to the below two classmates, Justin and Krishon to their original answer to the question: Present one of the five conflict behaviors from the Thomas-Kilmann Conflict Mode Instrument diagram to present how conflict can communicate good. You do not need to explain the instrument. Do give an example from Jesus' life. Discuss how we can/should/do use communication to increase spiritual awareness and bring spiritual maturity to our organizations. Focus on expanding the understanding of the whole group. Respond to each classmate separately. Respond to each classmate with 200 words max. Respond to each classmate with 3 references. Please DO NOT USE ANY UK REFERENCE OR BRITISH REFERENCES. I will provide how an example of how to respond to the classmates. Justin original answer to question: Research and practical interest in conflict management echoes the fact that conflict is inevitable in organizational life and research has shown that managers spend a significant amount of time dealing with conflict. Though traditional views believe conflict is a negative factor, conflict can actually assist in maintaining an optimum level of stimulation among organizational members and can serve as a basic form of feedback regarding critical relationships (Callanan, Benzing, & Perri, 2006). Research has shown that task conflict will be weaker among teams that are highly harmonious and manage conflict with avoidance (Jia-Chi, 2010). It speaks of avoiding conflict in the bible. “It is to one’s honor to avoid strife, but every fool is quick to quarrel” Prov 20:3 (NIV). This describes that avoiding personality conflicts with those that are quick to argue should be avoided. Additionally, the New Testament also attests, “But avoid foolish controversies and genealogies and arguments and quarrels about the law, because these are unprofitable and useless” (Titus 3:9). So if we continue to confront fruitless conflicts and not avoiding them, we will do much more damage. Having empathy during conflict or negotiations can assist a person’s awareness move into a spiritual awareness and enter into a different world of understanding (Hunter, 2011). References Callanan, G. A., Benzing, C. D., & Perri, D. F. (2006). Choice of conflict-handling strategy: A matter of context. The Journal of Psychology, 140, 269-288. Retrieved from https://0- search.proquest.com.library.regent.edu/docview/213831354?accountid=13479 Hunter, M. (2011). Perpetual self conflict: Self awareness as a key to our ethical drive, personal mastery, and perception of entrepreneurial opportunities. Contemporary Readings in Law and Social Justice, 3, 96-137. Retrieved from https://0- search.proquest.com.library.regent.edu/docview/928448463?accountid=13479 Jia-Chi, H. (2010). Unbundling task conflict and relationship conflict: The moderating role of team goal orientation and conflict management. International Journal of Conflict Management, 21, 334- 355. https://dx.doi.org/10.1108/10444061011063207 Example of how to respond to Justin: Justin, Much of whether conflict has a positive or a negative influence on an organization has to do with the way that the organization approaches conflict. This is where Thomas-Kilmann’s five conflict behaviors come in handy, as they give organizational leaders and followers a way to pinpoint which conflict behavior they are representing in their organization. And once a conflict behavior and its associated negative factors are pinpointed, it is easier to identify what can and should be done about it. If one of the negative factors associated with their conflict behavior is assertiveness, “the extent to which the individual attempts to satisfy his or her own concerns” (Thomas & Kilmann, 2010, p 2), the individual or group must learn skills to become more or less assertive to make their conflict more positive. If one of the negative factors associated with their conflict behavior is cooperativeness, “the extent to which the individual attempts to satisfy the other person’s concerns” (p 2), the individual or group must learn skills to become more or less cooperative to make their conflict more positive. Essentially, there these are the two extremes within these two factors, and the goal is to reach the healthiest balance. And this “healthy balance” is what makes conflict positive. When talking about the four-step model of group decision making, Eisenberg et al say, “After the orientation stage, communication about tasks inevitably initiates the conflict stage, as team members express and debate different ideas, perspectives, positions, styles, and worldviews, forming alliances and coalitions in the process. A team that manages the conflict stage well will emerge with a diverse assortment of perspectives and valuable information that it uses to move toward a single position” (p 239). Thus, a group that manages conflict well will come out on the other side a better group and better individuals because of it. This is especially important in Christian contexts. 1 Corinthians 1:10 (NLT) says, “I appeal to you, dear brothers and sisters, by the authority of our Lord Jesus Christ, to live in harmony with each other. Let there be no divisions in the church. Rather, be of one mind, united in thought and purpose.” Although conflict is inevitable, it was never God’s intention for people to live in negative conflict with each other. The more that we as leaders strive to promote positive conflict that leads to harmony, the more we will be living in God’s original design. References The Bible (NLT). Eisenberg, E.M., Goodall, H.L., Trethewey, A. (2014). Organizational Communication: Balancing Creativity and Constraint. Boston, MA: Bedford/St. Martin’s. Thomas, K.W., Kilmann, R.H. (2010). Thomas-Kilmann Conflict Mode Instrument Profile and Interpretive Report. Sunnyvale, CA: CPP, Inc. Krishon original answer: The Thomas-Kilmann Conflict Mode Instrument (TKI) has evaluated the manner in which individuals have reacted to conflict for the past thirty years. Schneider and Brown (2012) state, “…the TKI is not a lifetime prescription but rather a reflection of the context and frame of mind they adopted on the day they completed the questionnaire” (p. 567). Leaders who use the TKI should know that they can adjust the placement on the scale and that some of the reactions to conflict are situational. Conflict has the ability to positively influence an organization, Iqbal and Fatima (2013) explain, “According to the contingency view, its appearing to be useful or harmful depending on the way it is handled” (p. 126). Often conflict can be resolved positively through compromise, the contingent reward defines the process where effort or compromise on the parts of the leaders and followers is exchanged for specified rewards (Northouse, 2016). In scripture, the collaborating section of the TKI is greatly represented, Romans 12:4-6 reads, “For just as each of us has one body with many members, and these members do not all have the function, so in Christ we, though many, form one body, and each member belongs to all the others. We have different gifts, according to the grace given to each of us”. If we lead our organizations with the understanding that a failure in any part could lead to a failure of the whole, there will be less opportunity for breakdowns within the organization. Collaboration involves an attempt to work with others to find a solution that fully satisfies the concerns of all those involved. Jesus wanted His followers, ultimately to combine their grace given gifts and work together to advance the kingdom and help the helpless. Reference: Iqbal, M.Z. & Fatima, A. (2013). Interpersonal conflict handling styles: a collectivist co-workers’ perspective on its causes and effects. Pakistan Journal of Psychological Research, 28 (1), 125-153. Northouse, P.G. (2016). Leadership: theory and practice (7th ed). Thousand Oaks, CA: Sage. Scheider, A. K. & Brown, J. G. (2012). Negotiation barometry: a dynamic measure of conflict management style. Retrieved from www.regents.edu/resources.