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BASIC Training in Conflict Management Course

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BASIC Training in Conflict Management Course

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This 80-minute course recorded by Ralph H. Kilmann describes all of the separate conflict styles and explains when to use which one. If Camden were to take this course, he would learn that he cannot use only one conflict style or he will continue to hold his team back and cause more conflict. Camden then can not only change his conflict resolution styles to fit the situation, but can help others to do the same.
There is also another version of this course that can be presented to the entire team so they can discover why Camden has been acting this way and how they can resolve their conflicts more effectively.

References

Hunsaker, P. (2001). Training in Management Skills. 452-453.
Thomas, K. (1976). Conflict and Conflict Management. Handbook of
Industrial and Organizational Psychology. 900-922.

BASIC Training in Conflict Management. (2009). Kilmann Diagnostics. Retrieved from http://www.kilmanndiagnostics.com/catalog/online-courses/basic-training-conflict-management

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Dr. Ralph Kilmann offers this 80-minute online course in which he explains the TKI Conflict Model and how to interpret your TKI scores as well as other people's scores. Visit: http://www.kilmanndiagnostics.com/catalog/online-courses/basic-training-conflict-management

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According to Kenneth W. Thomas and Ralph H. Kilmann's Thomas-Kilmann Conflict Model, Camden seems to be using the accommodating style with his team. This means that he is unassertive but is still cooperating with the team.  Camden is most likely doing this because of his lack of experience and does not want to disrupt the flow that the team has had for many years. In a book titled 'Training in Management Skills' by Phillip L. Hunsaker (2001), he explains that this is a good skill to have when wanting to maintain harmonious relationships by placing others' desires above your own.

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John, Linda, Shanna and Tim have been working together as a team for years at their workplace. Everything they do is split evenly among the group members and they complete their tasks quickly and efficiently. Camden is new to the company and is assigned to their team. Being much younger and less experienced than the rest of the team, Camden is quiet and simply does what he is told to do.
The team notices that Camden is not making an effort to become an active member of the team. This is beginning to aggravate the other team members because they have tried to include him several times and need his opinion to be able to make the team operate well. Instead of listening to the team member's frustrations, Camden continues to simply do what he is told and stays quiet, causing greater conflict with the team members.