“It is wisdom to know others. It is enlightenment to know one’s self.”
Lao-Tzu
Anita highlighted Kevin Cashman’s first touchstone of authentic leadership – Know Ourselves Authentically – in her post last week.* We must understand what is important to ourselves and how that influences our behavior in order to become a truly authentic leader.
When I am at my best it is pretty easy to look inward, examine my values and priorities, and make choices that support them. It gets much harder to do that when my buttons are being pushed in a conflict or when I disagree with someone. Conflict often causes us to lose control and react in a way that doesn’t support our values. I’m not even sure I want to know myself then! Yet, these are the times that we can truly demonstrate our ability to stay authentic and make choices aligned with our values.
The five “styles” of resolving conflict identified by Thomas-Kilmann Conflict Modes Instrument, TKI, can help leaders better understand their immediate reactions when in conflict and use that awareness to stay in control of their reactions. We use this instrument in our leadership development programs at MnSCU. No style is better; we need to be able to use all of them. Having the ability to flex between styles can help us express ourselves authentically.
The five styles represent the unique value each of us place on our own point of view in a conflict and the value we place on preserving the relationship with the other person. While taking the actual assessment is best, asking yourself which style describes your default reaction in conflict can help you better understand yourself.
TKI Modes of Conflict**
- Competing – Attempt to win the conflict. High value on own point of view, low value on preserving the relationship.
- Collaborating – Attempt to work together during conflict. High value on own point of view, high value on preserving the relationship.
- Compromising – Attempt to negotiate the conflict. Mid value on own point of view, mid value on preserving the relationship.
- Avoiding – Attempt to deflect or sidestep the conflict. Low value on own point of view, low value on preserving the relationship.
- Accommodating – Attempt to yield or concur during conflict. Low value on own point of view, high value on preserving the relationship.
Pausing and reflecting on how we lead during conflict can be challenging but the insight will be a powerful part of your authentic leadership journey,
Todd Thorsgaard
Higher EDge 