The Conflict LensTM model, developed through an extensive research process, suggests that there are 11 important dimensions that describe how people think and behave in conflict:
Affiliate - Alienate
Analyze - Intuit
Compromise - Stand Firm
Control - Comply
Empathize - Egoize
Engage- Avoid
Own - Blame
Seek Support - Go Solo
Self-Restrain - Emote
Trust Distrust
Outcomes: Constructive - Destructive
These 11 dimensions are measured by the instrument, and discussed at length in the 100-page Participant's Guide provided to each respondent.
Assumptions
A number of assumptions underly the development and use of the Conflict LensTM:
- Conflict can be constructive (and therefore good). Thus, the Conflict LensTM measures how constructive or destructive a conflict is.
- How people should handle conflict depends on the situation. For example, there are some conflicts that a person really should avoid (such as a confrontation with an angry person who needs time to calm down).
- In most conflicts, one person can influence the outcomes. By modeling the right behaviors, engaging the other person, showing empathy and trust, one can often help the conflict reach a positive resolution.
- Learning to handle conflict well starts with awareness. By becoming more aware of ones past behavior and learning about a broader array of options, a person can learn to handle conflict better in the future.
- Effective conflict resolution requires certain interpersonal skills and dispositions that are not measured by the Conflict LensTM. For example, a person needs to be sufficiently assertive in order to have at least some of his or her needs met in the conflict. He or she will benefit from being verbally fluent, relatively well adjusted, self-confident, etc.
Relationship to The Thomas-Kilmann
The Conflict LensTM can be used in conjunction with the model by Thomas (1975), the basis of the Thomas-Kilmann instrument. This model depicts two dimensions Cooperativeness and Assertiveness. Thomas and Kilmann argue that the ideal conflict resolution strategy collaboration -- involves a high degree of both cooperativeness and assertiveness.
However, the Conflict LensTM goes beyond the Thomas-Kilmann in several ways. First, the Conflict LensTM is designed to be more granular than the Thomas-Kilmann, to provide more concrete feedback for coaching people to manage conflict. For example, while the Thomas-Kilmann prescribes Collaboration, the Conflict Lens provides the steps to Collaboration Engage, Empathize, Trust, Affiliate, Own, and Self-Restrain.
Also, the Conflict LensTM explores not only your "style" in handling conflict but how your approach to conflict depends on the situation. In a review of research on personality and conflict, Sandy et al (2000) write, (T)here is reason to believe that conflict behavior is determined by both situational and dispositional influences. For example, research by Rahim (1986) indicates that a manager in conflict with a supervisor typically yields, while with peers the manager compromises, and with subordinates the manager problem solves.
Finally, the Conflict LensTM measures important constructs not addressed by the Thomas-Kilmann, in particular self-restrain/emote, own/blame, and constructive/destructive.
For a graphic depiction of the relationship between the Conflict LensTM model and the Thomas-Kilmann model, click here.
A full technical report on the Conflict LensTM can be ordered from Creative Metrics.