Thomas Kilmann Model of Conflict: the Basics and Test

Article by: Lars Weijers

Last update: February 27, 2026

Thomas Kilmann Model of Conflict: In this article, we delve into the Thomas Kilmann Model of Conflict (TKI®): a tool that provides insight into how people deal with conflicts in the workplace. You will discover what the model entails, who developed it, what styles are used, how the test works, and how you can apply it in your organization. After reading, you will be able to assess which conflict style(s) prevail in your organization and how you can use or adjust them. This article also includes the Toolshero Conflict Styles Test, based on the Thomas-Kilmann model, which you can start using right away. Enjoy reading!

What is the Thomas Kilmann Model of Conflict?

The Thomas Kilmann Model of Conflict or Thomas–Kilmann Conflict Mode Instrument (TKI® for short), is a measuring tool that gives you insight into how someone typically behaves in conflict situations. It was developed by Kenneth W. Thomas and Ralph H. Kilmann. The model is based on the idea that conflicts are inevitable when two parties have interests that do not entirely coincide, and that the way you deal with them has consequences for the outcome.

The Thomas Kilmann Model of Conflict measures two dimensions: assertiveness (the extent to which you protect or pursue your own interests) and cooperativeness (the extent to which you pay attention to the interests of others). Depending on where someone falls on these dimensions, the model proposes five conflict styles.

The five conflict styles of the Thomas Kilmann Model of Conflict

You usually use one or more styles as your preferred response to conflicts, but no style is ‘always and everywhere’ the best. Which style you use depends on the situation: how important is the goal to you, what are the consequences for your relationship with the other person, how many resources (time, energy) are available, etc.

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Figure 1 – Thomas Kilmann’s model: the five conflict styles

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1. Competing

People who follow the competing style demonstrate strong assertiveness but they work independently from others. People who use this style actively pursue their own goals, even if it is at the expense of the interests of others.

Imagine: a project manager wants to introduce a new software tool that he believes will significantly increase the team’s efficiency. Because he is convinced of the benefits, he decides to implement the decision immediately, without consulting his team beforehand. The decision is made quickly and implementation can start right away, which in some situations is an advantage. The method proves effective during emergency situations when leaders need to take immediate actions or execute time-sensitive decisions.

However, there is also a risk here. The frequent use of this competitive approach by an individual will lead team members to experience feelings of exclusion while their opinions remain unacknowledged. The situation creates employee frustration which damages workplace trust relationships until colleagues start leaving the organization for long-term solutions.

The competing style pursues goal achievement through methods which can sacrifice teamwork when compared to the accommodating style that prioritizes relationships above results.

2. Collaborating

The collaborating style combines both assertive behavior with cooperative actions. People who use this approach actively seek a win-win situation in which both their own interests and those of the other party are respected.

The marketing department and the finance department experience a conflicting situation. The marketing team demands increased budget allocation for their advertising campaigns but the finance department wants to reduce spending. The two departments decided to investigate all available options together instead of making any compromises or delaying their decision. The team members share their interests while analyzing the data which reveals they can achieve better results through affordable digital marketing channels. The solution which emerges from this process enables both parties to establish an agreement that protects their financial resources while helping marketing achieve its targets.

The collaborative approach works best for solving complex problems which require trust-based relationships, a win-win situation and lasting partnerships. The process demands people to dedicate their time and effort because it needs them to communicate openly while showing empathy and maintaining patience throughout the process.

The process of compromising enables two parties to reach a midpoint between their positions but collaborating seeks to develop innovative solutions which fulfill all requirements from both sides.

3. Compromising

The compromise-oriented style seeks to achieve a middle ground between standing up for oneself and working together with others. Both parties must surrender their positions to establish a solution which satisfies all parties involved.

Example: two colleagues want to take the same day off, but the schedule does not allow it. The two people decide through a short talk to split their time off by having one person take the morning break while the other takes the afternoon break. The solution achieves results which differ from their initial expectations yet it produces a beneficial outcome for all participants involved.

The compromise-oriented approach enables rapid decision-making through practical solutions because all involved parties must lower their demands until they discover an acceptable resolution. The approach works well when organizations encounter time or resource restrictions and when the dispute between parties remains moderate in scale.

However, compromise also has disadvantages. Because no one fully achieves their goal, the solution can feel half-hearted. The method will generate unsatisfactory results which will need multiple review sessions to reach a decision during the future years.

Compared to collaborating, where the aim is to find a profound win-win, compromising focuses more on efficiency and speed, sometimes at the expense of the depth of the solution.

4. Avoiding

The avoiding style is neither assertive nor cooperative. Those who use this style choose to avoid, postpone, or ignore the conflict.

A practical example might be an employee who notices that a colleague consistently misses deadlines but decides not to say anything in order to avoid disrupting the atmosphere in the team. In the short term, this seems like a sensible choice: peace is maintained and no immediate tension arises. Sometimes that is exactly what is needed, for example when emotions are running high or the conflict is of little importance at that moment.

But if this behavior continues, irritations can build up. The problems do not disappear, they only shift. In the long term, this often leads to unspoken tensions, misunderstandings, and reduced cooperation.

Whereas competing seeks confrontation, avoiding postpones it. Avoiding can bring temporary peace, but those who ignore conflicts for too long run the risk of small frictions growing into bigger problems.

5. Accommodating

The accommodating style shows low assertiveness and high cooperativeness. People who use this style put the needs of others above their own.

Example: During a team meeting, an employee notices that her proposal is not well received. She decides to let go of the idea and go along with the rest of the team’s preference because she wants to maintain harmony and considers cooperation more important than being right.

This accommodating style is valuable when the relationship is more important than the content of the conflict, or when the subject is of secondary importance to you. Accommodating can strengthen the mutual atmosphere and build trust, especially if you show that you respect the other person.

The risk arises when someone accommodates too often. Over time, this can lead to a feeling that your own voice does not matter, or that others take your willingness for granted.

Compared to competing, where the result is paramount, accommodating focuses on harmony and maintaining relationships, sometimes at the expense of one’s own interests.

How does the Thomas Kilmann test work?

The Thomas Kilmann Conflict Mode Instrument (TKI®) is a copyrighted psychological tool. The test consists of a number of pairs of statements (usually around 30). For each pair, you choose which statement is most typical of your behavior in conflict situations. There are no “wrong” answers: it’s about self-insight.

Afterwards, you will receive a profile showing which styles you use most often, which you use less often, and which may be underutilized.

The TKI® is intended as a tool to increase awareness, not as a label or judgment. In organizations, it is often used in training, coaching, team building, or conflict management programs.

Toolshero Conflict Styles Test

The Thomas Kilmann model is a powerful tool for understanding how people deal with conflict. The official TKI® is often used in expensive training courses or assessments, but we wanted to create something more practical—something you can apply immediately. That’s why we developed the Toolshero Conflict Styles Test: short, clear, and immediately usable.

As a Toolshero subscriber, you can use this test for free to discover how someone responds to tension, differences of opinion, or difficult conversations. It gives you quick insight into your own behavior and shows you how someone can more easily switch between different styles. No expensive training courses or theory books, just a practical tool that helps you work better together and communicate with more calm and effectiveness — exactly what Toolshero stands for.

Download the Toolshero Conflict Styles Test

For members only | Get instant access to this Toolshero Conflict Styles Test — plus unlimited access to 1,200+ expert articles and tools. Explore Membership Options

Practical applications in the workplace

The Thomas Kilmann Model of Conflict is extremely valuable in the workplace. HR professionals, coaches, and managers use it to give teams insight into how conflicts arise, which styles predominate within the group, and where the strengths and pitfalls lie. This makes the model a practical tool for strengthening communication, collaboration, and leadership. See below for a few examples of how you can apply this.

Team development

If a Thomas Kilmann Model of Conflict analysis shows that a team mainly uses an avoidant or accommodating style, a coach can bring this up for discussion. By consciously creating space for more assertive communication, team members learn to express their opinions without causing tension. In this way, the team grows towards an open and constructive culture of consultation.

Leadership coaching

For managers, the Thomas Kilmann Model provides a framework for better understanding their own behavior. They learn to recognize when a competitive style is needed, for example when urgent decisions or clear direction are required, and when cooperation is more effective in increasing support and commitment.

Feedback culture

In teams where conflicts are quickly avoided, the Thomas Kilmann Model of Conflict helps to break patterns. Employees learn to identify differences of opinion and give feedback in a way that contributes to growth rather than tension. In this way, conflict is no longer seen as something negative, but as an opportunity for improvement.

Negotiations and collaboration between departments

In roles where interests regularly clash, such as in sales, project management, or multidisciplinary teams, understanding each other’s conflict style can help to communicate more effectively. Those who understand that others act from a different style can better tailor their approach, with more understanding, less noise, and greater joint results.

The Thomas Kilmann Model of Conflict therefore not only helps organizations to see which conflict styles are present, but above all how those styles can be used consciously and situationally. By viewing the different styles as tools rather than labels, teams learn to use conflict as a driver for growth, innovation, and better collaboration.

Advantages and limitations of the Thomas Kilmann Model of Conflict

Thomas Kilmann Model of Conflict presents various benefits and restrictions which need to be understood

Advantages of the Thomas Kilmann Model

The tool operates as a straightforward and functional resource which can be used by all organizations regardless of their size or industry sector.
It provides a common language for discussing behavior, communication, and collaboration.
Through its methods the system helps people and groups develop their skills to handle conflicting views and opposing viewpoints better by promoting self-evaluation and mental development.

Limitations of the Thomas Kilmann Model

Because the TKI® is a self-reporting tool, the results can be influenced by social desirability or self-image. People sometimes indicate how they want to respond, not how they actually act.
A preferred style of the Thomas Kilmann Model is not a fixed characteristic. Its strength lies in the flexibility to switch between styles, depending on the context.
The official TKI® test is protected by copyright.

In summary

The Thomas Kilmann Model of Conflict is a valuable tool for anyone who deals with conflict. Whether you are a manager, HR professional, team member, or coach, it is useful for everyone. The model provides insight into your natural conflict style(s) but, above all, challenges you to be situationally flexible. By understanding your preferred style, you can communicate more effectively, make better choices in conflict situations, and strengthen relationships within teams.

When you combine the Thomas Kilmann Model of Conflict with targeted training and feedback, conflicts can not only be resolved, but also used as sources of growth and innovation in the workplace.

Recommended literature and books about the Thomas Kilmann Model of Conflict

Kilmann, R. H. (2023). Mastering the Thomas-Kilmann Conflict Mode Instrument (TKI): Celebrating more than 50 years of resolving all kinds of conflicts. Newport Beach, CA: Kilmann Diagnostics. → This book was written by one of the developers of the TKI and contains current theory and methods for applying the instrument of the Thomas Kilmann Model.
Kilmann, R. H. (1984). Beyond the Quick Fix: Managing Five Tracks to Organizational Success. Jossey-Bass, San Francisco. → Links conflict management to organizational development through five success factors. A strong addition to the TKI, because it shows how conflict management fits into broader organizational change.
Pennington, G. (2024). Managing conflict styles to accelerate leadership effectiveness: Use of the Thomas-Kilmann Conflict Styles Indicator in higher education leadership training. → Recent application of the TKI in leadership training; demonstrates the practical relevance of the model in organizations.
Sayadat, N. (2025). Review the Thomas-Kilmann Conflict Resolution Model: What lessons for organizational conflict management can be drawn from this model? [Paper]. → Critical literature analysis discussing the strengths and limitations of the Thomas Kilmann Model in an organizational context.
Thomas, K. W., & Kilmann, R. H. (1977). Developing a forced-choice measure of conflict-handling behavior: the “MODE” instrument. Educational and Psychological Measurement, 37(2), 309-325. → The original research article in which the TKI instrument and the Thomas Kilmann Model was developed and validated.

How to cite this article:
Weijers, L. (2025). Thomas Kilmann Model of Conflict. Retrieved [insert date] from Toolshero: https://www.toolshero.com/communication-methods/thomas-kilmann-model/

Original publication date: November 7, 2025 | Last update: February 27, 2026

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Article by:

Lars Weijers

Lars Weijers is an experienced copywriter with an extensive marketing communications background. His specialisms lie in creative and active writing, combined with good search engine findability. Lars also works as an event and account manager with a commercial focus.