Syllabus for the Online Course:
Advanced Training in Conflict Management
by Ralph H. Kilmann
BRIEF OUTLINE
- Learning Outcomes
- Seeing the Big Picture
- Foundations of Conflict Management
- Foundations of Psychological Type
- Group Process and the Process Observer (PO)
- Introduction to Problem Management and a Case Study
- The Nature of Problems
- The Problem Management Organization (PMO)
SESSION ONE: FOUR HOURS
NOTE: The colorful presentation slides alongside the course topics are derived from the 132 page Course Manual, which every student receives before the course begins.
Learning Outcomes
- you will learn how to make expert use of the TKI for understanding and addressing conflicts in different situations
- you will learn how to make expert use of the TKI and the MBTI for appreciating and managing complex problems
- you will learn how to manage and continually improve group process—making effective use of the Process Observer (PO)
- you will learn how to use the five steps—and minimize the five errors—of problem management
- you will learn how to design a Problem Management Organization (PMO) for the most complex and important problems facing an organization—making use of psychological types, conflict modes, and group process
Seeing the Big Picture
- seeing the organization as a complex hologram: the setting (external stakeholders), the organization (strategy-structure and the reward system), the individual (skills for managing people and problems), the culture (shared assumptions and cultural norms) the group (establishing teams and improving group process), and the results (satisfying external and internal stakeholders)
- removing the systemic barriers via the eight tracks: culture, skills, teams, strategy-structure, reward system, gradual process, radical process, and learning process
- making sure that cultural norms and the reward system encourage effective conflict management and participation in a Problem Management Organization (PMO)
Foundations of Conflict Management
- dualities, polarities, incompatibilities, differences, forces, and tensions...which define conflict in everyday life—and in the workplace
- costs of unresolved conflicts
- benefits of managing conflict effectively
- when to use different instructions for the TKI, depending on the situation
- reviewing your TKI results
- assertiveness versus cooperativeness
- the distributive versus integrative dimension
- the protective dimension of fear and spite
- systems that surround conflict management (85% is the system and 15% is the person)
- the eight key attributes of a conflict system
- the best approach for managing conflict
- achieving satisfaction with different approaches to conflict management
Foundations of Psychological Type
- reviewing your results from taking the Myers-Briggs Type Indicator (MBTI)
- revisiting your preferences for assimilating information and making decisions, including extraversion and introversion
- understanding the four—core—psychological types: ST, NT, SF, and NF
- appreciating the relationships among the four psychological types and organizational design, the steps of problem management, and the dimensions of conflict management
- learning why each psychological type always perceives—and judges—different aspects of a complex problem or situation
- learning the potential for organizing four groups (ST, NT, SF, and NF) to ensure that a complex problem will be seen by all four perspectives
Group Process and the Process Observer (PO)
- the key principles of group process: planning versus doing, assumption testing, decomposing the task, task leadership, group maintenance, process vs. content, listening versus speaking, supportive communication, conflict modes, and leadership styles
- learning the role of the Process Observer (PO): one member of the group observes the group process throughout the meeting; afterward, the PO gives feedback to members so they can improve the process during their next meeting; at the start of the next meeting, another member is assigned the role of PO, and the process continues
- the regular use of a PO should not be avoided; otherwise, discussions and group meetings can't—and won't—improve
SESSION TWO: FOUR HOURS
Introduction to Problem Management and a Case Study
- defining a problem as a significant gap between "what is" and "what should be," according to any key stakeholder of the organization
- the five steps of problem management: sensing problems, defining problems, deriving solutions, implementing solutions, and evaluating outcomes
- the five errors of problem management: sensing errors, defining errors, solving errors, implementing errors, and evaluating errors
- using the four psychological types (ST, NT, SF, and NF) for problem management
- using the five conflict modes (competing, collaborating, compromising, avoiding, and accommodating) for problem management
- practicing problem management on a case study and reporting your conclusions
The Nature of Problems
- simple problems: if one individual can have all the necessary information and expertise to solve the problem
- complex problems: if one individual cannot possibly have all the necessary information and expertise to solve the problem
- for simple problems, there is only one decision tree: the trunk defines the problem and the branches offer solutions
- for complex problems, there are many decision trees: each tree represents a different definition of the problem and alternative solutions
- the problem forest: the number and variety of decision trees that define a complex problem
- when should problems be approached by using one individual, one group, or many groups?
The Problem Management Organization (PMO)
- creating a problem management organization (PMO) for only the most complex problems
- recruiting and then assigning 10 to 20 diverse members to their type groups (ST, NT, SF, NF), also known as C-Groups (Conclusion Groups)
- each C-Group proceeds with the five steps of problem management and then debates its conclusions with the other C-Groups
- forming an S-Group (Synthesis Group) from two representatives of each C-Group, who together have a balanced TKI Profile
- sorting the unresolved issues into the five conflict-handling modes
- proceeding to address each unresolved issue with its assigned conflict mode
- reporting on how the chosen solutions will be implemented to address the initial problems
Upon successful completion of the final exam, you will receive the Certificate for Advanced Training in Conflict Management:
