In our previous blog we discussed The TKI Compromising conflict    management style and when and how to use it. This week we will focus on The TKI Avoiding management style.

There are times when avoiding is necessary and times when it can be used  inappropriately and inefficiently. Using an avoiding style at the wrong time during a conflict situation at work or during personal times can prove to be detrimental to situations, goals and outcomes. The following are times when to use, and not to use The TKI Avoiding Mode.

• Avoid anger and the blame game

It might seem easier to isolate one or two persons out of a group and focus on what they did wrong, though you will see that this will not get you very far in solving the problem at hand. Instead using your TKI results to try to work out a better solution by improving the management process by controlling your impulse to be over emotional and subjective. Try to stay objective and focus on the future and what can be bettered so that the same mistakes do not repeat themselves.

• Avoid controversies with little upside

There are some issues that are simply not important enough to attribute time to with little reward. These issues should be put aside and avoided, as they are not worth spending valuable time and resources.

• Avoid controversies that are symptoms of other Issues

When we have issues before us it is important to get to the heart of the matter and not use precious time on surface issues that are merely caused by the root of another problem.  For instance, often enough you might find that conflicts arise in the workplace and in personal settings that represent deeper problems. Perhaps there is an unusual amount of discontent between co-workers regarding items such as office temperature, kitchen items, and minor scheduling. These are usually issues relating to a larger problem among co-workers that should be attended to. Recall that administering The TKI Instrument to several employees who work together can be of great benefit in this area and can often uncover the heart of problems by examining conflict handling styles and how these differ from person to person.

• Know when to postpone an issue

It is important to be aware when it time to step back, re-focus and take-a-break.  There are several things you can do while re-focusing to be more effective. You can gather more information; change the setting or meeting place- a change in scenery to a more neutral and quieter environment can often make you feel more at ease and make it easier when faced with a conflict management issue. You might want to consider an offsite setting in this scenario such as a restaurant, golf course or perhaps a fishing boat. The idea here is to choose a more serene setting to calm your nerves and those around you (Kenneth T. CPP, 2002).

The most important item when deciding whether to avoid or not is to decide what is important. In order to avoid the unimportant, you need to know the important.  Here are some tips with ideas discussed in the booklet Introduction To Conflict Management by Kenneth Thomas:

• Be sure about what you want to achieve from each gathering or meeting

If there is no clear goal or achievement set for a particular meeting or gathering, perhaps you should avoid it and use the time in a more efficient manner

• Set common goals and stick to them

Attempt to stick to the matter at hand and keep other employees, staff members, and teammates focused and goal oriented. Do so perhaps by simply stating a verbal sentence that might refocus your team members toward the original game plan by placing some issues that might seem immediate though unrelated on the back burner as in “perhaps we should stick to the matter at hand and discuss this at a later time”.

• Watch for new incoming data and information

Be aware and keep in mind that some issues you may have avoided may become unavoidable. According to Introduction To Conflict Management by Kenneth Thomas, signs of unavoidable issues occur when:

• People have little energy for the issue on the agenda
• An avoided issue keeps coming up
• People are walking on egg shells over an issue that isn’t being faced

If you would like to learn how much of the time you are avoiding issues and situations and whether you are avoiding too much or too little, purchase and complete The Thomas Kilman Conflict Mode Instrument Assessment (Click to be taken to the assessment).

You may also find the TKI Assessment by going to our “Career Tests” Tab at the top of the page and simply scroll down to the assessment.

Thank you for reading today and remember to Acquire and Achieve Personal and Professional Success Each and Everyday!

In March we discussed The Thomas-Kilman Conflict Mode Instrument and how being an efficient manager and how competing and collaborating can improve your conflict management skills. In this blog post we will discuss The Comprising Thomas-Kilman Conflict-Handling Mode.

There are five conflict-handling styles and all are important and should be used at optimum times. The secret to being a successful negotiator and conflict manager is to know when to use which conflict-handling Mode.

The five conflict handling modes (styles) are:

• Competing
• Collaborating
• Compromising
• Avoiding
• Accommodating

The text Introduction to Conflict Management authored by Kenneth Thomas states that one should compromise on significant issues when competing and collaborating are not practical (CPP, 2002). As you can imagine, compromising, avoiding and accommodating are quite different from one another. Depending on which management style you choose to use at the opportune moment will either improve or negatively affect your negotiated outcome. Choosing the correct style can also affect the process it takes to get there in either a positive or negative manner, which can affect relationships and business associations along the way as well as team and employee morale.

When compromising, we have to give something up in order to receive a partial reward. Situations in which The Compromising Mode should be used include:

• When two parties with the same amount of influence are confronted with an all-or- nothing or win-lose situation

In this situation, both sides are not in a position where they must give all to the other party as they share power and therefore a compromise is in order and should be implemented as to change the reward outcome to appease both sides.

• When a short-term resolution is necessary to solve a complicated issue
  

When under time-pressure and confronted with a complicated issue we must agree to disagree and compromise.

• When more direct and conflict raising modes would negatively affect the associations involved
  

At times, we all have to give in for the sake of preserving relations with others, and the same rule exists in a business setting. When there is too much sensitivity between parties it is best to compromise and save the association and relationship that exist between the two parties.

• When competing and collaborating have failed
  

When you have attempted to compete to gain as much as you can and have failed, and have attempted to collaborate with the other party involved, though to no avail, it is best to compromise. Give a little of your end result away and gain what you can through compromising. It is not a defeat, compromising can be a win-win situation, though not a winner takes all. When compromising, you do not need to give it all away. You just need to give some to gain some and this is the basis of the compromising position. 

 Completing The Thomas-Kilman Conflict Mode Instrument Assessment (TKI) can greatly increase your chances of success when handling conflict in the workplace as well as on a personal level.  Your TKI results will show you which Conflict Handling Modes you use most from Accommodating to Collaborating. It can also show you which conflict styles you use in the kinds of conflicts you face. Your TKI results explain each of your five conflict modes in detail from your most used, to your least in detail. It explains the uses of each style as well as the contributions of each among other tips such as questions to ask yourself such as when you are overusing or under using the handling styles.

To find out more about The Thomas-Kilman Conflict Mode Instrument Assessment, or to complete and purchase this assessment, click on the link: The Thomas-Kilman Conflict Mode Instrument or visit our “Career Tests” Page and scroll down to The Thomas-Kilman Conflict Mode Instrument and click Add To Cart!

 Remember to Achieve and Acquire Personal and Professional Success Each and Everyday!

The General Occupation Themes (GOT’s) included in your Strong Interest Inventory results were created to further clarify your high and low scores on the Occupational Scales, which provide information about how a test taker’s answers match with people who work in and are satisfied with particular jobs.

There are six Strong Interest Inventory General Occupation Themes (GOT’s), and these Themes play a precise and significant role in differentiating and interpreting Strong Interest Inventory results and scores. General Occupation Themes consist of six categories. These include:

• Realistic
• Investigative
• Artistic
• Social
• Enterprising
• Conventional

Test takers are normally assigned three categories in the form of the first letter of each category, which help place you in occupations. For instance, a Strong Interest Inventory CIR Theme Code would be Conventional, Investigative, and Realistic. A relation or correlation exists between the General Occupational Themes, and this is usually represented in what is referred to as the R-I-A-S-E-C Hexagon. The closer the letter or category on the hexagon, the closer the relation is between two or three categories.

Each of the six categories which make up The Strong Interest Inventory GOT’s represents different behaviors, preferences and interests along with particular occupations that coincide with particular GOT’s. The following is a list of the definitions and Themes that correspond with each category on the General Occupational Theme Code R-I-A-S-E-C Hexagon.

The Strong Interest Inventory Realistic Theme:

Those who score high on The Realistic Theme are known as “Doers”. They tend to be practical and straightforward, like activities, jobs, and co-workers in areas such as mechanical, construction, and repair activities. “Doers” enjoy working with computers, computer networks, tools and machinery. Typical work activities included in The Strong Interest Inventory Realistic Theme include doing jobs that produce tangible results, operating or designing heavy machinery, building, and repairing. High scorers in The Realistic Theme are generally emotionally stable and reliable, inclined to take physical risks, practical, thrifty, shy, and modest.  The Realistic Theme is opposite The Social Theme on The R-I-A-S-E-C Hexagon (CPP, 2005).

Sample Realistic occupations include:

• Emergency Medical Technician
• Law Enforcement Officer
• Electrician
• Radiological Technologist

The Strong Interest Inventory Investigative Theme:

Those who score high on The Investigative Theme are known as “Thinkers”. They tend to be inquisitive, intellectual, and have a strong scientific orientation. They enjoy gathering information, uncovering new facts or theories, and interpreting data. They prefer academic or research environments, while often striving for advance degrees. Those that score high in The Strong Interest Inventory Investigative Theme dislike selling and repetitive activities.  These people are generally independent, self-motivated, reserved, curious, and introspective (CPP, 2005).  The Investigative Theme is opposite The Enterprising Theme on The R-I-A-S-E-C Hexagon.

Sample Investigative Theme occupations include:

• Dentist
• University Professor
• Physician
• Psychologist

The Strong Interest Inventory Artistic Theme:

Those who score high on The Artistic Theme are known as “Creators” and value aesthetic qualities while having a great need for self-expression.  People who fall into this category are generally at ease in academic and intellectual environments. The Strong Interest Inventory Artistic Theme includes areas such as visual art and design, performing arts, culinary arts, writing, and mass communication.  People who score in the Artistic Theme tend to be independent, nonconforming, Impulsive, expressive, romantic, sensitive, and free-spirited (CPP, 2005).  The Artistic Theme is opposite The Conventional Theme on The R-I-A-S-E-C Hexagon.

Sample Artistic Theme occupations include:

• Graphic Designer
• Musician
• Reporter
• Broadcast Journalist

 The Strong Interest Inventory Social Theme:

Those who score high on The Social Theme are known as “Helpers” and prefer to work with people in groups, sharing responsibilities, and being the center of attention. People who score high in The Social Theme prefer to help, nurture, care, teach, and instruct others. Individuals in The Social Theme GOT like to solve problems through discussing feelings and problems (CPP, 2005).  The Social Theme is opposite The Realistic Theme on The R-I-A-S-E-C Hexagon.

Sample Social Theme occupations include:

• Social Worker
• School Counselor
• Elementary School Teacher
• Minister

The Strong Interest Inventory Enterprising Theme:

Those who score high on The Strong Interest Inventory Enterprising Theme are known as “Persuaders” and seek positions of leadership, power, and status. They enjoy working with other people and leading towards organizational goals and economic success. They enjoy working with people in general and dislike scientific activities or long periods of intellectual effort (CPP, 2005). The Enterprising Theme is opposite The Investigative Theme on The R-I-A-S-E-C Hexagon.

Sample Enterprising Theme occupations include:

• Realtor
• Investment Manager
• Marketing Manager
• Flight attendant

The Strong Interest Inventory Conventional Theme:

Those who score high on The Strong Interest inventory Conventional Theme are known as “Organizers” and enjoy activities that require attention to organization, data systems, detail, and accuracy. Accounting and financial management are two areas of further enjoyment for these people. They also do well in large organizations though do not necessarily prefer to work with people over ideas and data. The Conventional Theme is opposite The Artistic Theme on The R-I-A-S-E-C Hexagon (CPP, 2005).

Sample Conventional Theme occupations include:

• Banker
• Food Service Manager
• Accountant
• Paralegal

To learn more about The Strong Interest Inventory, or to complete The Strong Assessment, visit our Assessments Page or our Career Tests Category. Also, be sure to download a sample result here.

Thank You for Visiting and Reading and Remember to Acquire Personal and Professional Success Each and Everyday!

This week marks part seven of our sixteen part series of blogs where we focus on a different Myers Briggs Type Indicator type every single week and examine a famous person throughout history that matches those preferences.   Previously, we looked at James Cameron and the Myers Briggs Type Indicator ENTP type.  Today we will look at the Myers Briggs Type Indicator ISFJ type, which includes Introversion + Sensing + Feeling + Judging, and Singer, actor, and philanthropist; Jessica Simpson.

If you listened to pop music or watched MTV reality TV in the early 2000’s then you may have heard of Jessica Simpson.  She has sold over 20 million albums, starred in a reality TV shows, movies, commercials, and been involved in numerous philanthropic efforts.  By looking at her life you can see examples of her Myers Briggs Type Indicator ISFJ type.

Jessica is the daughter of a minister/psychologist and has been a strong supporter of her church and the Republican Party as it has been to her family.  This respect for tradition goes hand in hand with the Myers Briggs Type Indicator ISFJ type’s respect for established procedures and authority, believing that these have persisted because they function well (CPP, 2007).

ISFJs use Feeling to make decisions based on personal values and concerns for others.  They value harmony and cooperation and work to create them (CPP, 2007).  This personality trait has given Jessica the sweet, girl-next-door image that served her extremely well during her career ever since starting as a teenager.

The negative side of becoming a superstar at an early age was her inability to fully develop her Sensing which would naturally be developed through a normal schooling process.  If the Myers Briggs Type Indicator ISFJ type does not develop their sensing they may rush into value judgments or taking care of others without considering realities (CPP, 2007).  Jessica’s highly publicized courtship, marriage, and relationship with then-husband Nick Lachey showcased her difficulties and struggles to keep her personal relationship and career in balance.

Other people see Myers Briggs Type Indicator ISFJ’s values, their desire for structure, and their kindness (CPP, 2007).  Jessica has been known for her strong family values and her commitment to philanthropic work with Operation Smile and the USO-hosted tour for the troops overseas.

During leisure time, Myers Briggs Type Indicator ISFJ types are very devoted to significant others and may be the cheering section for another’s sport (CPP, 2007).  Jessica has always been supportive of her significant others in relationships as well as her family.  Most famously, she was known for being a regular sight at Dallas Cowboys games when she dated star quarterback Tony Romo.

If you would like more in depth information on the MBTI ISFJ type or if you would like to find out what your Myers Briggs Type Indicator type is then head over to the assessment page and take the MBTI Assessment for an analysis of your type.  And don’t forget to check back for our continuation to part eight of our sixteen part series of famous figures and the Myers Briggs Type Indicator types they personify.

To recap from a previous blog, the five TKI conflict handling modes or styles are:

• Competing
• Collaborating
• Compromising
• Avoiding
• Accommodating

Each mode is as important as the other; no one mode is “better” then another. People have preferable ways of how they handle conflict, and the conflict handling mode that is most used by an individual is usually the mode that is most preferred. With this said, there are particular times when one mode might be more effective then another. It is important that we are able to use different modes in different situations when confronted with conflict. The basis of this blog is when and how to use The Thomas-Kilman Conflict Mode Instrument’s five different conflict-handling modes, to what degree, and in what situations.

Competing Mode, when and how?

The first TKI mode listed above is the Competing Mode, which is when one prefers to attend to his or her concerns over those of others. It is said that The TKI Competing Mode should be used sparingly and carefully as the end result of utilizing this mode can be detrimental to a relationship.

The text “Introduction to Conflict Management: Improving Performance Using The TKI” lists the following situations in which The TKI Competing Mode should be used:

• When you know you’re right (when you have experience, information and/or proof)
• When unpopular actions need to be taken
• When quick, decisive action is required
• When you’re under attack
• When consensus fails
• When people are too considerate

There are certain skills that are required to be successful at Competing behaviorally. One or more of these skills must be implemented in order for a Competing action to be successful. These are being persuasive, fighting a fair fight, using warnings and not threats, dictating a decision, and using tough love to enforce standards (Thomas,K. CPP, 2002).

Collaborating, when and how?

When collaborating it is usual to attempt to fulfill your own needs as well as those of the other parties’ involved. The focus of the Collaborating Mode is for the end result to satisfy both parties’ wants.

The TKI Collaborating Mode should be used:

• When both concerns are vital to an organization
• When you want to learn
• To merge insights from diverse perspectives
• When you need commitment to a decision
• To work through problems in a relationship

(Thomas, K. CPP, 2002)

When you are dealing with a relationship or relationships that are important to you it is important to utilize The TKI Collaborating Mode and not The TKI Competing Mode. The TKI Collaborating Mode often results in a win-win scenario. The TKI Competing Mode can be compared to a zero sum game, whereas someone wins, and someone loses. It has its uses though when dealing with fragile relations it should be avoided.

In addition, the text “Introduction to Conflict Management: Improving Performance Using The TKI” states the important skills to be used when in The TKI Collaborating Mode. These include:

• Setting the right tone when raising an issue
• Identifying the underlying concerns of all parties involved
• Stating the conflict as a mutual problem
• Brainstorming solutions and picking the best and most suitable one
• Being firm when necessary, using “firm flexibility”
• Collaborating in groups

The TKI Collaborating Mode should be exhausted before the TKI Competing Mode is implemented as The Collaborating Mode can often result in win-win situations unlike The Competing Mode, which can end in great sacrifice to one side of the conflict, and in turn negatively affect both sides of the relationship.

Some other tips for Collaborating successfully are to use “we” language and avoid assigning blame.  Stay flexible and when speaking use “and” rather then “but” as much as possible. When Collaborating in groups create and stay on a course of common goals and use humor to lighten up the atmosphere.

Thank you for reading today, to learn more about The Thomas Kilman Conflict Mode Instrument (TKI) or to complete and purchase this assessment, visit our assessments page.

Remember to acquire and achieve personal and professional success each and everyday!

The Myers-Briggs Type Indicator (MBTI) Step II contains 51 questions in addition to the 93 questions offered by The Step I MBTI Profile. The MBTI Step II takes you further into the research of your personality type by explaining in more detail the facets or detailed preferences that encompass your type. Each type contains 20 detailed preferences not included in The Myers Briggs Type Indicator Step I, and are represented by detailed graphs for each part or preference within your MBTI type such as Thinking and Feeling.

The MBTI Step I profile is a MBTI Profile Report offered on careerassessmentsite.com for the price of $35.00, and can be found under The Personality Tests Tab, while The Myers Briggs Type Indicator Step II takes a bit more of a financial investment at $55.00, and is also located under The Personality Tests Tab.

Examples of The Myers Briggs Type Indicator Step II sub-categories or what is more scientifically known facets include but are not limited to:

Thinking & Feeling (Step I)

The Step I Thinking type is assessed in The MBTI Step II Report for:

Logic, Reasonable, Questioning, Critical, and Tough

The Step I Feeling type is assessed in The MBTI Step II Report for:

Empathetic, Compassionate, Accommodating, Accepting and Tender

Additional sub-categories are also located in the Extroverted & Introverted type preference categories:

The Step I Extroverted type is assessed in The MBTI II Report for:

Initiating, Expressive, Gregarious, Active Enthusiastic

The Step I Introverted type is assessed in The MBTI Step II Report for:

Receiving, Contained, Intimate, Reflective, Quiet

(MBTI Step II Manual CPP, 2011)

The Myers Briggs Type Indicator Step II goes further in explaining each sub-category, or facet, in more detail. Examples of this can be seen using two of the four MBTI Step I preferences listed above; thinking and feeling, and the four facets that coincide with these two preferences:

According to The Myers Briggs Type Indicator Step II Manual, these detailed preferences and the MBTI Step II serve important purposes as it allows you and your interpreter to:

• Gain a better sense of the distinct ways you experience and express your personality type
• Better understand and relate to people who share the same Step I type as you by showing you that detailed differences exist between people of the same Step I type as you.
• Resolve doubts about the determination of your best-fit type by providing greater clarity about your preferences.
• Resist type stereotyping by revealing some of the main variations possible within each type preference and each type.
• Have greater trust in MBTI Step I results as the report comes closer to describing you accurately

(MBTI Step II Manual CPP, 2011)

Thank you for reading today. For more information regarding The Myers-Briggs Type Indicator Step II Report visit our Assessments Page or go to our Personality Test Tab and complete the assessment and receive your results within 8 business hours! Remember to acquire and achieve personal and professional success each and every day!