As I was assembling all the materials I'd ever created about the Thomas-Kilmann Instrument (TKI) and conflict management, I knew I had to develop a meaningful sequence of chapters-from first presenting the basics of the TKI Conflict Model and the TKI assessment tool, all the way to USING that model and tool effectively for approaching the most devastating conflicts on this planet: civil war and international war.

At the start, I discuss the TKI Conflict Model, it's two underlying dimensions, the five conflict-handling modes, and the three diagonal dimensions that enable a deep interpretation of your or anyone else's TKI results. Then I cover the eight key attributes of a conflict situation (e.g., the level of stress, the level of trust, the relative importance of the issue to both parties, etc.), which determine when to choose-and how to use-each one of the five conflict modes: competing, collaborating, compromising, avoiding, and accommodating. Next, I demonstrate how to conduct an in-depth interpretation of six very different TKI Profiles. Afterwards, each person can then use their personalized TKI results to significantly improve their conflict-handling behavior.

For the purpose of demonstrating how the TKI Conflict Model and the TKI assessment tool can continue to evolve into new forms and applications far beyond what was initially envisioned way back in the early 1970s, I discuss the first new TKI product to appear in a few decades: the new TKI TEAM Report (as distinguished from the long-standing TKI INDIVIDUAL Report).

I next discuss one of the most novel and profound applications of the TKI Conflict Model and the TKI assessment tool: How you address your INNER conflicts plays a major role in how you address all your OUTER conflicts. In my experience, the focus of virtually all discussion in conflict management concerns the variety of OUTER conflicts that people face in life; yet we can utilize the same conceptual model and use the same assessment tool to address four INNER conflicts: (1) Are you a physical body OR an energy body? (2) Are you governed by your ego OR your soul? (3) Is your SELF (as some combination or synthesis of your ego and your soul) separate from your surrounding systems OR are your systems integrated with who you are? (4) Have you resolved your primal relationships OR have you (whether consciously or not) chosen to spend the remainder of your life being emotionally drained and mentally disorganized by your unresolved wounds from the past?

I conclude my TKI Book by discussing the most disastrous conflicts that were ever created by and for the human species: CIVIL WARS and INTERNATIONAL WARS. I purposely left this topic for last, since it necessarily makes use of everything that came before (all the prior chapters) and much, much more. In particular, to fully appreciate the CAUSES of WAR, I introduce the progressive stages of human consciousness, with particular emphasis on the ethnocentric stage (also called tribal consciousness) that rigidly locks two different homogeneous tribes into sustained conflict (and/or war) with one another. To enable humanity to thrive as well as survive on this planet well into the distant future, human beings must move beyond their prior conditioning that compels them to only be comfortable and mindful with other people of the same kind, what has been called, ethnocentric or tribal consciousness. Instead, human beings will be best served by fully embracing worldcentric consciousness (we are one), so they can eventually expand to spiritcentric consciousness (we are everything everywhere all at once).

How well do your needs and interests fit with your organization's goals and procedures? Asked a bit differently, are you in alignment with your organization or...do you often find yourself at odds--in conflict--with what your organization expects from you?

The Kilmann Organizational Conflict Instrument (KOCI) reveals the systems conflicts that exist between you and your organization, which include both the formal and informal systems, as well as the processes and procedures that take place within those systems. And just how these individual/organizational differences are resolved not only determines your performance and satisfaction, but also determines the survival and success of your organization.

In PART 1 of the instrument, you are first asked to indicate how often you experience the negative effects from a variety of systems conflicts in your organization.

In PART 2 of the instrument, you're asked to indicate the relative frequency that you use different conflict-handling modes to address those systems conflicts.

Taking the Kilmanns Organizational Conflict Instrument and then scoring your results (including the aggregate results for your work group and/or your entire organization) will illuminate the most debilitating system conflicts between you and your organization. And once these conflicts have been identified, you (and your organization) will then be able to consider the most effective ways to resolve such self-defeating conflicts for the benefit of all internal and external stakeholders--by effectively implementing Kilmann's eight track program for quantum transformation.

Creating a Quantum Organization presents everything that I have ever created - and integrated - during the past 50 years on those four timeless topics: conflict management, change management, expanding consciousness, and quantum transformation. Essentially, in my legacy book, I address how managers and members can transform their outdated, sluggish, ineffective, and unfulfilling Newtonian organizations into vibrant, effective, and meaningful quantum organizations. I name this mega challenge: Quantum Transformation.

Creating a Quantum Organization is organized into 12 chapters that include a total of 167 elegant illustrations - which take full advantage of the old adage: A picture is worth a thousand words.

In Chapter 1, I present several Big Pictures, also known as the Complex Hologram and the Quantum Wheel, which dramatically reveal all the interrelationships among systems, processes, and people - both inside and outside an organization.

Chapter 2 and 3 investigate the essence of conflict management and change management - since conflict and change comprise two sides of the same coin. You can't have one without the other: Change creates conflict and resolving conflict creates change. The material on the Thomas-Kilmann Instrument (TKI) along with the Kilmann Organizational Conflict Instrument (KOCI) allows us to assess the self-defeating conflicts that members have with their surrounding systems and processes. Examining such systems conflicts will enable us to pinpoint the barriers to long-term success before attempting to implement a completely integrated program of eight tracks that's intended to transform those Newtonian barriers to success into quantum channels for success.

Chapter by chapter, I then present the most relevant and practical material for each of the eight tracks: culture, skills, teams, strategy-structures, reward systems, and the three process improvement tracks. Indeed, any program of change or set of change initiatives that implements these eight tracks out of sequence, or fails to address all eight tracks in their entirety, will inadvertently prevent people and their organizations from realizing their dreams.

In Chapter 11, I address the future of organizational development and quantum transformation by exploring how to expand the mind/body/spirit consciousness of all members - and then bring that expanded consciousness into the workplace.

For the millions of dedicated fans of the renowned Thomas-Kilmann Instrument (TKI), Creating a Quantum Organization makes explicit - and extensive - use of the TKI Conflict Model in virtually every chapter in the book. As a result, you're bound to learn many more illuminating applications of the TKI Conflict Model than you ever thought possible. In addition, you'll develop a deeper appreciation for when to use each of the five conflict modes and how the three diagonal dimensions on the TKI Conflict Model (i.e., the protective, distributive, and the integrative dimensions) can shed additional light on the various short-term and long-term consequences of using one or more of the five conflict modes in any given situation.

The members in any work group have a great deal of knowledge and experience. But the bottom-line question is: Will all this available talent in the group be used to manage business, technical, and organizational problems or will the expertise and information be wasted? This survey allows your work group to identify what might be getting in the way of its daily functioning in four key areas: cultural norms, people management, problem management, and time management. By taking and self-scoring this survey (about 30 minutes), members will be in the best position to improve their work group, department, and whole organization.

Today's executives and managers face an unprecedented challenge. They must find innovative ways to meet the demands of the complex and interrelated problems posed by new technology, globalization, rapid change, and intensifying competition. Empowerment, work engagement, training and development, organizational learning, and other change initiatives have attempted to offer practical solutions to this challenge. But what has been lacking is a completely integrated approach for leading, managing, and organizing for the new millennium. QUANTUM ORGANIZATIONS presents a new paradigm that can help today's executives see, think, and act in new ways that enhance organizational success and personal meaning. Management expert and top-selling author Ralph Kilmann brings together more than three decades of research and consulting experience in this groundbreaking book to provide a practical guide to achieving the essential transformational changes the new realities require. Making use of 107 full-color illustrations, he uses both art and science to illuminate the new paradigm for accelerating self-awareness and self-transformation. Writing with a masterful command of the sweep of human evolution and the awesome discoveries of the new sciences, Kilmann shows why the old concepts that served the industrial age must give way to altogether new categories--a new paradigm for the age of global interdependence and self-aware consciousness. He clearly explains how to use this new paradigm to see the increasing interconnections among industries, markets, organizations, and organizational members; radically improve infrastructures, systems, and processes; create new levels of organizational success and economic value; and reach new heights of personal meaning, fulfillment, and enlightenment.

The necessary non-quick fix for creating and maintaining organizational success. A reprint.

Based on the Kilmann-Saxton Culture-Gap(R) Survey, these work sheets help participants develop unique lists of their most dysfunctional actual norms (the unwritten rules of the game) and then establish more desired norms (the new rules that will enhance both performance and satisfaction). Once these culture-gaps have been identified, additional work sheets help participants to use the five steps of problem management (sensing problems, defining problems, deriving solutions, implementing solutions, and evaluating outcomes) to close their largest culture-gaps. Participants are also asked to design and use an informal sanctioning system in order to help one another switch from the old norms to the new ones.

After organizational members complete the Belief Survey, they can graph their results (as work groups or the entire organization) on Organizational Belief Profiles. These profiles reveal the distribution of beliefs according to External Control, Internal Control, and Mixed Control. Then, by discussing these key results as a group, the members will be able to rethink whether their perceptions of various constraints or restrictions in their workplace are actually real or largely imagined (from outdated experiences). Without developing a collective belief in Internal Control, no real improvements are possible. The Belief Survey takes 15 to 25 minutes to complete and score the results.

As revealed by the author's very personal journey, expanding consciousness can indeed be achieved through a dedicated sequence of mind/body/spirit modalities. Dr. Ralph Kilmann candidly shares his earliest traumas and how he then investigated his fears and anxieties by actively participating in a great variety of wellness and healing modalities--such as talk therapy (psychoanalysis), Holotropic Breathwork, Holosync meditation, Network Spinal Analysis (NSA), Neuro Emotional Technique (NET), Vipassana meditation, advanced structural alignment, electro-homeopathy, Pulsor chakra clearing, and many others. Through his intense experiences with all these mind/body/spirit modalities, Kilmann was able to resolve the unintended consequences that stem from specialized (and thus limited) efforts at living an examined life. Indeed, the author illuminates these fundamental lessons: Without already having a fairly conscious mind and a secure ego, you won't choose to work through the accumulated tension and painful memories in your body. And without maintaining an energetically flowing and feeling body, you won't have an easy time directly and continually experiencing the spiritual fabric of the universe. Stated differently, this book illustrates how participating in a sequence of mind/body/spirit modalities can transform childhood traumas into unique opportunities for awakening to your soul's purpose and then living your soul's purpose--which thereby sets you free. The Courageous Mosaic, however, also recognizes how the systems in society play a major role in either expanding or obstructing human consciousness. This book thus considers how organizations and institutions (including public schools, religious organizations, health-care organizations, governments, and workplaces) can be--must be--redesigned for conscious living. If this mission can be achieved, many more people (and not just a privileged few) will be able to achieve a higher level of human consciousness. Indeed, as Kilmann convincingly demonstrates, it's only by expanding consciousness in people--and their organizations--that humankind can wake up and stop war, violence, hatred, poverty, hunger, disease, hopelessness, and the destruction of our planet.

Based on C.G. Jung's 1921 theory of psychological types, four personality styles are examined in an organizational context: Sensation Thinking (ST), Intuition Thinking (NT), Sensation Feeling (SF), and Intuition Feeling (NF). These four personality styles have vastly different preferences and approaches for defining and solving workplace problems. Kilmanns Personality Style Instrument is a self-report assessment that takes 10 to 15 minutes to complete and another five minutes to graph the results: Individuals and groups discover that they tend to approach problems in either (1) a specialized manner (favoring one style of managing problems while ignoring the other three styles) or (2) a generalist manner (giving due attention to how each of the four styles plays an important role in managing complex problems). In either case, individuals and groups learn why different styles are needed for sensing problems, defining problems, deriving solutions, implementing solutions, and then evaluating results.

The Kilmann-Saxton Culture-Gap(R) Survey is a self-report assessment that takes only fifteen minutes to complete and another ten minutes to graph the Culture-Gap Profile of a work group of five to fifteen members This profile pinoints the difference between actual and desired cultural norms. Additional Culture-Gap Profiles can be calculated for larger work units, including the entire organization. Following completion of these graphs, the members of one or more work groups can begin discussing how to close the largest Culture-Gaps that were identified in four areas: Task Support, Task Innovation, Social Relationships, and Personal Freedom. Previously, unconscious, unstated rules of the game (actual norms) often undermined everyone's best efforts and intentions. Once the these culture-gaps have been closed (or at least brought within an acceptable threshold), members can effectively proceed with other change initiatives and improvement programs.

Based on Kilmanns Team-Gap Survey, these work sheets help members identify the largest gaps in their work group, regarding their actual versus desired behavior in four key areas: cultural norms, people management, problem management, and time management. Once the largest team-gaps have been identified, group members use the five steps of problem management (sensing problems, defining problems, deriving solutions, implementing solutions, and evaluating outcomes) to close these troublesome gaps. Members are also asked to design and use an informal sanctioning system in order to help one another switch from their old behavior patterns to more desirable ones. After a little time (a few weeks to a few months), members can retake Kilmanns Team-Gap Survey and then use the additional work sheets to identify and close their most stubborn team-gaps.

Organizational influence is a two-way exchange: Organizations cannot accomplish their goals if they cannot influence their members to do the right things. And the members, of course, cannot do the right things-and satisfy their needs-if they can't influence what goes on in their organizations. This survey enables members to assess four key aspects of their organization that they may need to influence less or more than they do now: (1) formal systems inside each work unit, (2) formal systems outside each work unit, (3) informal systems inside each work unit, and (4) informal systems outside each work unit. After taking and self-scoring this survey (about 30 minutes), work groups can decide how changing the balance of influence among these four domains will improve both their performance and job satisfaction.

Knowing the specific areas in which time is being diverted from fully contributing to the organization's goals (either as individuals or in work units), members can focus their attention on how time can be reallocated-from spending the wrong time on the wrong tasks or the wrong time on the right tasks to the right time on the right tasks. After taking and self-scoring the survey (about 20 minutes), members can decide how to shift the time they spend in addressing these key areas of their organization: (1) culture, (2) skills, (3) teams, (4) strategy-structures, and (5) reward systems. By Identifying their largest time-gaps and then using the five steps of problem management (sensing problems, defining problems, deriving solutions, implementing solutions, and evaluating outcomes) to close those gaps, members and their work units can fully contribute their time, wisdom, and energy to achieving their organization's goals.

The Courage Assessment takes only twenty minutes to complete and another fifteen minutes to graph the Courage Profile of a work group of five to fifteen members. Additional pages are provided for graphing Courage Profiles for whole departments and the entire organization. Next, the members of each work group can begin discussing the many implications of having been assessed as one of four types of organization: courageous, quantum, fearful, or bureaucratic organization. Two action recommendations can be offered that derive from the results of the Organizational Courage Assessment: First, an organization that is assessed as bureaucratic can become a quantum organization-applying the available programs and processes of organizational transformation. Thereby, members will be empowered to act on their internalized sense of what is in the best interests of the organization. If an organizational transformation is just not feasible, however, then the members in either a bureaucratic or fearful organization will have to become more courageous: to do what is needed for long-term success despite the risks of receiving negative consequences for challenging traditional practices, confronting their managers and co-workers, and ignoring official policies and procedures. Without performing the necessary acts of courage in a fearful organization (or in a bureaucratic organization), and thus without a personal transformation of the members, the danger arises of organizational members living with fear or, worse yet, giving up all hope for the future.

Leading authorities share their approaches to understanding, managing and changing organizational cultures. Includes methods for identifying cultural norms, reinforcing the positive aspects of existing culture, and building new cultures that support organizational goals and strategies.