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Ques on 1
The Thomas-Kilmann Conflict Mode Instrument (TKI) offers five conflict resolu on strategies. Let's
explore how each can be applied to the leadership conflict at Company X:
1. Compe ng: This strategy involves asser ve pursuit of one's own interests, poten ally using power or
dominance. In this scenario, Company TRP, the majority shareholder, could push for a single managing
director, poten ally sidelining MFM's concerns.
Outcomes: While TRP might win control, it could damage the rela onship with MFM, leading to
resentment, low morale, and decreased collabora on.
2. Collabora ng: This approach emphasizes open communica on and a joint effort to find a win-win
solu on. Leaders from both companies could work together to explore alterna ve leadership structures,
considering shared decision-making or a phased approach.
Outcomes: This strategy fosters trust, increases buy-in, and leads to a more sustainable solu on.
However, it requires me, effort, and effec ve communica on skills.
3. Compromising: This involves finding a middle ground where both par es concede some of their
demands. Company X could establish a co-leadership structure with representa ves from both
companies, or create a board with balanced representa on.
Outcomes: Compromise can be a quick solu on and preserve some goodwill, but it may not fully address
underlying concerns and could lead to dissa sfac on.
4. Avoiding: Here, the conflict is simply postponed or ignored. Leaders could delay the decision on
leadership structure, hoping the issue resolves itself.
OSCAR THE TUTOR
WHATSAPP: 0737560989
+27844708483 for
FAC,MAC,ECS,TAX,QMI,FIN,INV,BNU,MNB STA MNG DSC
Tutoring
WHATSAPP: 0737560989
+27844708483 for
FAC,MAC,ECS,TAX,QMI,FIN,INV,BNU,MNB STA MNG DSC
Tutoring
Ques on 1
The Thomas-Kilmann Conflict Mode Instrument (TKI) offers five conflict resolu on strategies. Let's
explore how each can be applied to the leadership conflict at Company X:
1. Compe ng: This strategy involves asser ve pursuit of one's own interests, poten ally using power or
dominance. In this scenario, Company TRP, the majority shareholder, could push for a single managing
director, poten ally sidelining MFM's concerns.
Outcomes: While TRP might win control, it could damage the rela onship with MFM, leading to
resentment, low morale, and decreased collabora on.
2. Collabora ng: This approach emphasizes open communica on and a joint effort to find a win-win
solu on. Leaders from both companies could work together to explore alterna ve leadership structures,
considering shared decision-making or a phased approach.
Outcomes: This strategy fosters trust, increases buy-in, and leads to a more sustainable solu on.
However, it requires me, effort, and effec ve communica on skills.
3. Compromising: This involves finding a middle ground where both par es concede some of their
demands. Company X could establish a co-leadership structure with representa ves from both
companies, or create a board with balanced representa on.
Outcomes: Compromise can be a quick solu on and preserve some goodwill, but it may not fully address
underlying concerns and could lead to dissa sfac on.
4. Avoiding: Here, the conflict is simply postponed or ignored. Leaders could delay the decision on
leadership structure, hoping the issue resolves itself.
OSCAR THE TUTOR
WHATSAPP: 0737560989
+27844708483 for
FAC,MAC,ECS,TAX,QMI,FIN,INV,BNU,MNB STA MNG DSC
Tutoring
