TKI Conflict Test


Thomas-Kilmann TKI Conflict Test

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TKI Conflict Test

Why complete the TKI Conflict Test?

  • Deal more effectively with interpersonal conflict
  • Develop a range of strategies for dealing with difficult situations
  • Be a better manager and leader
  • Develop more rewarding relationships

Take the TKI conflict test online.

The TKI conflict test is a great tool for understanding your personal style during conflict and for developing strategies in becoming more personally. You will receive a comprehensive report which details your conflict mode and also suggestions for personal development and in dealing with conflict more effectively. The report is self-explanatory and there is no need for personal feedback. After the checkout process, we will be in touch by email with details on how to complete the questionnaire. We aim to respond within one business day. Once completed, we will then send you your personal results. Please be aware that this is not an automated service.

Download Example TKI Report

£30 plus VAT

What is the TKI conflict test?

We are all very different; we have different values, different beliefs and different experiences of the world. Because of this, we naturally experience conflict when we interact with others. A self-scoring questionnaire, the TKI conflict test takes around 15 minutes to complete and helps your to understand 5 different conflict modes, when to use them and how to develop your comfort and flexibility in each.

The TKI test has been the leader in conflict resolution assessment for more than 30 years and is designed to measure a person’s behavior in conflict situations. “Conflict situations” are those in which the concerns of two people appear to be incompatible. In these situations, we can describe an individual’s behavior along two basic dimensions: (1) assertiveness, the extent to which the person attempts to satisfy his own concerns, and (2) cooperativeness, the extent to which the person attempts to satisfy the other person’s concerns.

These two basic dimensions of behavior define five different modes for responding to conflict situations:

Competing is assertive and uncooperative — an individual pursues his own concerns at the other person’s expense. This is a power-oriented mode in which you use whatever power seems appropriate to win your own position — your ability to argue, your rank, or economic sanctions. Competing means “standing up for your rights,” defending a position which you believe is correct, or simply trying to win.

Accommodating is unassertive and cooperative — the complete opposite of competing. When accommodating, the individual neglects his 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.

Avoiding is unassertive and uncooperative — the person neither pursues his own concerns nor those of the other individual. Thus he does not deal with 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.

Collaborating is both assertive and cooperative — the complete opposite of avoiding. Collaborating involves an attempt to work with others to find some solution that fully satisfies their concerns. It means digging into an issue to pinpoint the underlying needs and wants of the two individuals. Collaborating between two persons might take the form of exploring a disagreement to learn from each other’s insights or trying to find a creative solution to an interpersonal problem.

Compromising is moderate in both assertiveness and cooperativeness. The objective is to find some expedient, mutually acceptable solution that partially satisfies both parties. It falls intermediate between competing and accommodating. Compromising gives up more than competing but less than accommodating. Likewise, it addresses an issue more directly than avoiding, but does not explore it in as much depth as collaborating. In some situations, compromising might mean splitting the difference between the two positions, exchanging concessions, or seeking a quick middle-ground solution.

Each of us is capable of using all five conflict-handling modes. None of us can be characterized as having a single style of dealing with conflict. But certain people use some modes better than others and, therefore, tend to rely on those modes more heavily than others – whether because of temperament or practice.

Your conflict behavior in the workplace is therefore a result of both your personal predispositions and the requirements of the situation in which you find yourself. The TKI is designed to measure this mix of conflict-handling modes.