Coaching practices for Tki Situational Conflict

Describe almost anything you are working through and IX Coach finds the practices whose real-world fit is closest. For Tki Situational Conflict, these are the strongest matches in the current practice library.

Does this sound like the set of challenges you might be facing?

• I came in hard because the situation called for it, but partway through the urgent part got settled and the other person clearly just needed to feel heard
• There’s a real call that has to be made right now with no time to build consensus, and I keep softening it and hedging to keep everyone happy
• The second things get tense I snap into the same move every time without choosing it
• We’re both dug into opposing positions and treating it like one of us has to lose, but this is someone I’ll keep working with and the outcome genuinely matters to both of us
• Something’s genuinely wrong here and there’s no time to coax everyone to a comfortable yes

Practices that may help

1. Recognize when to shift modes mid-conflict
   The mode that’s right at the start of a conversation may not be right ten minutes in.
   The Thomas–Kilmann Conflict Mode Instrument (TKI)
2. The Thomas–Kilmann Conflict Mode Instrument (TKI)
   The TKI identifies five conflict-handling modes — Competing, Collaborating, Compromising, Avoiding, and Accommodating — along two axes: how assertive you are in pursuing your own needs, and how cooperative you are in addressing others’. No mode is universally best; the skill is knowing which fits the situation and being able to shift deliberately rather than defaulting to one mode under pressure.
3. Use Competing when speed or safety matters more than buy-in
   Competing — high assertive, low cooperative — is appropriate when the decision is urgent, high-stakes, and not open for debate.
   The Thomas–Kilmann Conflict Mode Instrument (TKI)
4. Identify your default conflict mode
   Before you can choose a mode, you have to know which one you use automatically.
   The Thomas–Kilmann Conflict Mode Instrument (TKI)
5. Use Collaborating when the relationship and the solution both matter
   Collaborating — high assertive, high cooperative — finds a solution that genuinely works for both parties, but it takes time.
   The Thomas–Kilmann Conflict Mode Instrument (TKI)
6. Competing (assertive, uncooperative)
   Pursue your own position firmly when speed, principle, or stakes outweigh the relationship cost.
   The Five Conflict-Resolution Styles
7. Use Compromising — but know its hidden cost
   Compromise splits the difference; it’s fast, but both parties lose something and neither is fully satisfied.
   The Thomas–Kilmann Conflict Mode Instrument (TKI)
8. Use Avoiding strategically, not reflexively
   Avoiding has a real place — but only when the issue is trivial, the timing is wrong, or cooling down is necessary.
   The Thomas–Kilmann Conflict Mode Instrument (TKI)
9. The Five Conflict-Resolution Styles
   The Thomas-Kilmann model maps conflict behavior on two axes — how much you assert your own needs and how much you cooperate with the other’s — yielding five styles: competing, accommodating, avoiding, compromising, and collaborating. None is "best": each fits certain situations, and skill lies in choosing deliberately rather than defaulting to the one style you always reach for. The model is a widely used framework and instrument, not an outcome-tested intervention.
10. Storming: name the conflict without taking sides
    Surface the tension that’s already there rather than managing it away.
    Tuckman’s Stages of Team Development

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