Articles

10 Apr

Posted at 19:41h in Articles by

[vc_row css_animation="" row_type="row" use_row_as_full_screen_section="no" type="full_width" angled_section="no" text_align="left" background_image_as_pattern="without_pattern"][vc_column width="5/6"][vc_column_text css=".vc_custom_1571438972384{margin-right: 0px !important;}"]by Ralph H. Kilmann This article is adapted from R. H. Kilmann, Quantum Organizations: A New Paradigm for Achieving Organizational Success and Personal Meaning (Newport Coast, CA: Kilmann Diagnostics, 2011), 121–135. Assumptional analysis is a systematic method for tackling the most complex steps of problem management: defining problems and implementing solutions. This method not only pinpoints all the decision trees that are potentially relevant to problem definitions and implementation plans; it also probes below the surface of each tree to reveal its roots—the implicit assumptions that keep each tree alive and well. It is through the...

10 Apr

Posted at 19:22h in Articles by

[vc_row css_animation="" row_type="row" use_row_as_full_screen_section="no" type="full_width" angled_section="no" text_align="left" background_image_as_pattern="without_pattern"][vc_column width="5/6"][vc_column_text css=".vc_custom_1571429840750{margin-right: 0px !important;}"]by Ralph H. Kilmann This article was originally published in Human Systems Management, Vol. 3, No. 2 (1982), pages 66-76. ABSTRACT A number of different design alternatives are distinguished according to whether each is best for addressing a well-defined or an ill-defined problem. The latter is reserved for a collateral design, one that coexists with the formal, operational design but is structured as a flexible, open, loose, “organic-adaptive” system of problem-solving groups. A number of key steps are presented for designing such a collateral organization so that the operational design and the collateral design...

10 Apr

Posted at 19:11h in Articles by

[vc_row css_animation="" row_type="row" use_row_as_full_screen_section="no" type="full_width" angled_section="no" text_align="left" background_image_as_pattern="without_pattern"][vc_column width="5/6"][vc_column_text css=".vc_custom_1563590572128{margin-right: 0px !important;}"]by Ralph H. Kilmann An earlier version of this article was published in Accounting, Organizations and Society, Vol. 8, No. 4, 1983, pages 347-357. ABSTRACT For theoretical and methodological convenience, accountants often assume that the divisions of an organization are largely independent of one another and that divisional managers therefore can make decisions consistent with global optimality. Along with these assumptions, accountants have taken the structure of an organization as fixed and not changeable. This paper suggests a framework and method for assessing the costs resulting from non-independent divisions, as a component of organization...

10 Apr

Posted at 14:08h in Articles by

[vc_row css_animation="" row_type="row" use_row_as_full_screen_section="no" type="full_width" angled_section="no" text_align="left" background_image_as_pattern="without_pattern"][vc_column width="5/6"][vc_column_text css=".vc_custom_1563581314129{margin-right: 0px !important;}"]by Ralph H. Kilmann Conflict exists whenever the needs of two people appear to be incompatible—which reflects relevant differences between them. The fundamental question in conflict situations is always the same: How can people resolve their differences so their needs and concerns—both short term and long term—will be met? RESPONDING TO THE TKI Taking the TKI is the first step in learning how you typically approach differences with others and why you might not be getting your needs met. Like most people, you’ve probably developed a habitual way of dealing with conflict—always trying...

10 Apr

Posted at 14:05h in Articles by

[vc_row css_animation="" row_type="row" use_row_as_full_screen_section="no" type="full_width" angled_section="no" text_align="left" background_image_as_pattern="without_pattern"][vc_column width="5/6"][vc_column_text css=".vc_custom_1784472724493{margin-right: 0px !important;background-position: center !important;background-repeat: no-repeat !important;background-size: cover !important;border-radius: 4px !important;}"] by Ralph H. Kilmann ...

10 Apr

Posted at 13:56h in Articles by

[vc_row css_animation="" row_type="row" use_row_as_full_screen_section="no" type="full_width" angled_section="no" text_align="left" background_image_as_pattern="without_pattern"][vc_column width="5/6"][vc_column_text css=".vc_custom_1677707658334{margin-right: 0px !important;}"]by Ralph H. Kilmann, co-author of the Thomas-Kilmann Conflict Mode Instrument (TKI) On the occasion of the 40th Year Anniversary of the TKI assessment, I’d first like to highlight some of the key features of the TKI that enable people to improve how they resolve their interpersonal conflicts (whether at home or at work). Then I’d like to encourage people to apply their improved conflict management skills to transform their surrounding systems (including cultural norms, strategies, structures, reward systems, and work processes) that tend to dominate organized action. In fact, by successfully addressing...

10 Apr

Posted at 13:49h in Articles by

[vc_row css_animation="" row_type="row" use_row_as_full_screen_section="no" type="full_width" angled_section="no" text_align="left" background_image_as_pattern="without_pattern"][vc_column][vc_column_text css=".vc_custom_1559939633432{margin-right: 100px !important;}"]by Ralph H. Kilmann An earlier version of this article was published in Organizational Dynamics (Summer 1989), pages 4-19. INTRODUCTION Freedom to determine one’s destiny is a recurring struggle for mankind. It is no less important to any modern-day organization. Members want to contribute to a worthwhile cause. Often, however, the organization holds them back. Members are caught in a bureaucratic grip, one that prevents them from fully contributing their talents and efforts to the organization’s mission. For them to get free from this grip, all barriers to success must be transformed into channels for...

09 Apr

Posted at 17:38h in Articles by

[vc_row css_animation="" row_type="row" use_row_as_full_screen_section="no" type="full_width" angled_section="no" text_align="left" background_image_as_pattern="without_pattern"][vc_column][vc_column_text]with Donald M. Epstein and Ralph H. Kilmann   [audio wav="/wp-content/uploads/2018/04/Epstein_Kilmann.May2015.wav"][/audio] [/vc_column_text][/vc_column][/vc_row]...

09 Apr

Posted at 17:35h in Articles by

[vc_row css_animation="" row_type="row" use_row_as_full_screen_section="no" type="full_width" angled_section="no" text_align="left" background_image_as_pattern="without_pattern"][vc_column width="5/6"][vc_column_text css=".vc_custom_1563581898488{margin-right: 0px !important;}"]by Ralph H. Kilmann This article is adapted from R. H. Kilmann and Associates, Managing Ego Energy: The Transformation of Personal Meaning into Organizational Success (San Francisco: Jossey-Bass, 1994). ABSTRACT The social science literature has relied on numerous self-concepts to study human behavior. Some of the most popular ones include self-esteem, self-efficacy, self-regard, self-respect, self-confidence, and self-worth. Since these terms are often used synonymously and interchangeably, however, research on the self-concepts has become increasingly fragmented. As a consequence, its potential contribution to interdisciplinary domains – such as organizational theory – has not been realized....