Blogs By
Ralph H. Kilmann

Addressing the four timeless topics: conflict,
change, consciousness, and transformation

08 Jan

Posted at 13:46h in Uncategorized by

I spent 30 years as a professor in the Katz Graduate School of Business, University of Pittsburgh, where I created all my theories and methods for helping organizations achieve long-term success. My various creations can be sorted into eight tracks for quantum transformation: culture, skills, teams, strategy-structure, reward systems, and the three approaches to process management (gradual process, radical process, and learning process improvement)....

08 Jan

Posted at 13:03h in Uncategorized by

Take some quiet time to reflect on how approaches to achieve organizational success have evolved since the industrial revolution, particularly with regard to the progression of human skills that have been sought after, brought into the workplace, and then rewarded if used to accomplish the organization’s goals....

08 Jan

Posted at 12:45h in Uncategorized by

During the past few decades, I’ve introduced organizations and their members to such timeless topics as self-awareness, mindfulness, consciousness, subtle energy, and mind/body/spirit modalities. These topics are often pursued outside an organization, in an individual’s person life, but these same topics are often taboo to discuss (or consider) in the workplace. And yet, these timeless topics have everything to do with a person’s wellbeing...

08 Jan

Posted at 12:33h in Uncategorized by

In most organizations, there usually is a silent, rarely discussed set of CULTURAL NORMS (also called “rules of the road” or, more simply, “how we do things around here”). These actual norms of behavior can significantly discourage members from discussing their mental health challenges with their colleagues, including anything having to do with their anxieties, fears, doubts, traumas, nightmares, illnesses, addictions, etc. that interfere with their sleep, concentration, well-being, and happiness....

08 Jan

Posted at 11:33h in Uncategorized by

Why does one organization have a very adaptive culture while another has a culture that lives in the past? Is one a case of good fortune and the other a result of bad luck? On the contrary, it seems that any organization can find itself with an outdated culture if its culture is not being managed explicitly....

08 Jan

Posted at 10:56h in Uncategorized by

The culture of a family, community, or organization partially determines whether a given conflict mode (particularly collaborating) can be used effectively. In this discussion, I will briefly outline how the actual cultural norms can first be identified and then changed into desired norms—so that all conflict modes can be used effectively....

08 Jan

Posted at 10:28h in Uncategorized by

Lately, I seem to be getting more requests to reduce the complexity of conflict management and the TKI Assessment into a few simple "tips" that people can quickly learn and use. I've had a great reluctance to do this in the past, given my many years of decrying the use of quick fixes for addressing complex problems. Nevertheless, I decided to give it a try and see what happens! So, here are my SIX TIPS...

08 Jan

Posted at 10:04h in Uncategorized by

In 1970, while enrolled in UCLA’s doctoral program in the behavioral sciences, I took the Myers Briggs Type Indicator® (MBTI) assessment for the first time. I came out as an INFP—very slight on I, moderate on F, but very clear on N and P. Later, as a professor at the University of Pittsburgh, I published several books and articles using psychological type to classify, for example, different organizational and group structures, different criteria for measuring organizational effectiveness, and different steps for defining and solving complex problems....

08 Jan

Posted at 09:50h in Uncategorized by

To highlight the value of seeing the big picture (as represented by the "Quantum Wheel") and transforming an old Newtonian organization into a new quantum organization, let me share with you what I learned from a three-day workshop that I conducted for the fifty senior executives of a large division of a Fortune 100 company....