EC

-------- _._-­

INSTRUCTIONS

Consider sit ua t ions In whi ch you find your w ishes differing from th ose of anothe r person. How do you usuall y respond in such situatlons l

The fo llowing pages contain 30 pairs of stateme nts descri b ing possib le be ha vio ral respo nse s. For each pa ir, please circle the letter ("A" or " B") of the stateme nt t hal best

chara ci erizes you r behavior.

In ma ny cases, ne ither the "A " nor the "B" state ment may be very t yp ical of yo ur be havi or; but please sele ct tlie re spo nse you w o ul d be mo re Ilk Iy to use

Thom s-Kllmill1!! Conflict Mode Imtrl1l17€'111 COPYrlllht 19 74 . 2002 , 2007 by X'C()fl1, Inn"rxll~ted . XICOIIl , Incorporated, Is" sUbS.O ldlY of c.PP, Inc Th IS ( .Jllyngl1lerl puhliratlon I, ClO\ () 'ered l or ,al~; rt lS l or IIrl'nspd II;e ol1ly Xlcorn, Inc.orporalf'CJ. reserves all rrrJhl5 oeyood tht:! Ilm.teri scope of tl,rs lie nse includrng , without limitation, all flOh!.s unoel S. and International COPYI igllt ,1 /lcf Irademark laws. No p ortJn 01 this puhl lcilt ion may be reproduced . s:or('cI 11\ a retrieval system , 01 l.arlsnllll d In Jrly form or media c! by a~ly ~leaI'15 , "Iec ­ tronic . ml.:dlim,(dl , rh Olowpying, recordin'l or otl .erwlse, w itiloullhe prr r wri tp~ pemlisslon of Xlco' n, In orpor [pd , or CPP till. , as rlS agent. ThiS cOI'Yflqhtpd jlUlllrc.Juiln I1i<lY not be l ewld , suhl 'f'nsprl, exrlOrted , r0dl511lbu led, olilprWlSe Iransferred. or IJs(,d n ~ny manner by ~ny party o~j;er Ihdlt th e per; on or ent rty In whnnl ,t I, licensed o r use lly Xrcom , Inrorpor"t~cl, or CPP, I C., as I\S agf'nl, any VI at rtion

f an y r)f Ihese re,\r lC tlons may InfonGe Xlcom, I" o rpo rate(fs cOflYfl~ht IInrier 1 7 U.S C § 106(3), <lnd any SUcil Viola tion shall automilll ­ cally !f'rm ln~ t e any license to use th IS publICa ion. The CPP logo IS J 1I"9,stered Iraclemirrk and the TKI I;)go '" a trade m,1t k or CP p' Inc. Prrn ted in the United Statp~ o f Amer ica. 1110 0908 6059 58 57 56554

1

THO INSTR{ - ~J1':NT

I. A. There are tim es wh en I let oth ers t ake res ponsibility for so lvi ng the problem .

B. Rather t han nego tia te th e th ings on which w e disagree, I try t o stress those thing s o n whi ch we both ag ree

2. A. I try to find a co mpromise so lution . B. I attempt to dea l with all of his/her and my concerns

3. A. I am usua lly firm in pursuin g my goals . B. I might try to soothe the other's feelin gs and prese rve our relationship

4. A. I try to f ind a compromise sol ut ion . B. I sometimes sa cri fice my own wish es for the wishes of the other person.

5. A. I consi stently see k the other's help in working out a solution. B. I try to do what is nece ssary to avoid useless tensio ns.

6. A. I try to avo id cre atin g unpleasa ntn ess for myself. B. I try to win my position.

7. A. I try to postpone the iss ue until I have had some time t o think it over. B. I gi ve up some points in exchange for others .

8. A. I am usually firm in pursu ing my goals.

B. I attempt to get all concerns and issues immediately out in the open .

9. A. I f ee l that differen ces are not always worth worrying about . B. I make some effort to get my w ay.

~

10. A. I am firm in pursuing my goals .

B. I try to find a compromise solution.

2

--- --

11. A. I attempt to get all co ncerns and Issues Immediately out In the open

B. I might try to soothe the other 's fe elings and preserve our rel ationship.

12. A. I som eti mes avoid taking posit ions that would crea te co ntroversy.

B. I will let t he ot her pe rson have some of his/ her positions if he/ she lets me have so me of mine.

13. A. I prop ose a middle gro und.

B I pre ss to get my po ints made.

14. A. I tell the othe r person my id eas and ask fo r his/ hers .

B. I try to sh ow the other person the log ic and benefits of my position.

15. A. I might try to sooth e the other's feeling s and prese rve our rela tionship. B. I try to do what is necessa ry to avoid ten sions.

16 . A. I try not to hurt the other's feelings.

B. I try to co nvin ce the other person of the merits of my position.

17. A. I am us ually fil'm in pursuing my goals

B. I try to do w ha t is necessa ry to avoid use less tensions.

18. A. If it makes oth er people happy, I might let them main t ain the ir views .

B. I will let other people have some of their pos it ions if they let me have some of mine .

19. A. I att em pt to get all co ncern s an d issues im med ia t ely out in the op en .

B. I try to postpon e t he issue until I ha ve had some ti me to think it over.

20. A. I attempt to immed iate ly work through our differences

B. I try to find a fair com bination of gain s an d losses for both of us.

3

21. A. In app roaching ne got ia ti o ns, I try to be consi derate of the ot her pe rson 's wish es,

B I always lea n toward a direct di sc ussion of the p ro bl em

22. A. I try to fi nd a po sit io n th at is int erm ed iate betwee n his/ hers an d m ine, B, I assert my w ishes,

23. A. I am very oft en co ncerned with satisfyin g al l our wishes

B, There are t imes w hen I let oth ers t ake resp ons ib ility fo r so lvi ng t he pro bl em,

24. A. If t he ot her's posi tio n see m s vel'y im portant to h im/h er, I w ou ld t ry to meet his/h er wi shes.

B. I try t o get t he oth er perso n to settl e for a co m p m m ise .

25. A. I try to sho \J\I th e ot her person th e log ic an d benefi ts of my positio n , B, In ap p roac hin g negot iati o ns, I try to be co ns ide rat e o f th e ot her pe rso n 's w is hes,

26. A. I propose a m idd le gro und ,

B. I am near ly always co ncern ed w it h satisfying all o u r wi she s,

27. A. I so metim es avoi d tak in g posi t io ns th at w ou ld crea t e co nt ro vers y.

B, If it ma kes other pe op le hap py, I mi gh t let the m mai ntai n their vie w s

28. A. I am us ually f irm in pu rsuin g my go als.

B I usually see k the othe r's help in w o rkin g o ut a solut ion.

29. A. I pro pose a m idd le grou nd .

B I fe el th at diffe ren ces are not always w ort h worryi ng ab o ut.

30. A I tr" y not to hurL th e oth er's f ee lin gs,

B I al w ays shar'e t he pmb lem w ith t he other perso n so th at we ca n wo rk It o ut

4

Ir

PLEASE DO NOT CONTINUE PAST THIS POINT

UNTIL INSTRUCTED TO DO SO

5

Circle the letters belo w that correspond to your answers on l he questionnaire

Competing Collaborati ng Compromising Avoiding Accommodating

(forcing) (problem solvi ng) (sharing) (withdrawing) (smoothing)

1. A B

2. B A

3. A B

4. A B

5. A B

6 . B A

7 . B A

8. A B

9 . B A

'10. A B

11 . A B

12. B A

13. B A

14. B A

15 . B A

16. B A

17 . A B

18. B A

19 . A B

20 . A B

21 . B A

22 . B A

23. A B

24 . 8 A

25. A B

26 . B A

27 . A B

28 . A B

29 . A B

30 . B

To tal number of itpms circled in each column '

A

Compet in g Co ll aborating Co mpro mi si ng Avoid in g A cco m modati ng

6

THE

The Thom as-Kilmann Conflict Mode Instrument (TK I) assesses an indi vidu al 's behavior In confl ict situati ons- lh at is, situat ions in whi ch t he concerns of two peo ple ap pear 10 be inco m pat ibl e. In con flict situ at ions, we can descr ibe a pe rson 's beh avior alo ng t wo ba si c dim ens ion s* (1) assertiveness, t he extent to wh ich the in di vid ua l attempts to satisfy his or her own c ncerns, and (2) cooperativeness, t he extent to w hich the in dividu al attempts t o satisfy th e ot her person's co ne rns . These two dim en sion s of behavior ca n be used to define five m thods of dealing w it h co nfl ict. Thes e five con f lict- han dli ng mode s are shown below

COM TING COLLABORATING

I.n I.n L.U

Z W

> I­ et:. UJ VI VI

«

COMPROMISING

AVOIDING ACCOMMODATING

Uncooperative ........ ----- .. Coop era ti ve __- ---- ~

COOPERATIVENESS

'Th is two-dllnensi nal nl ode! o f con fl ict-handl in g behavior lS adapte d from ''Contllc t and Conflict Managem ent " by K nne th 1 homas 111 The Handbook of industria l and Organizational Ps vcho iogy. e ited l)y arvin Dunn lie (Ch icago Rand McNally. 1976). Anothe r valuab le contribution in this field is the work by Robert Blak and Jane Mouton !n The Marwgena l Grid (Hou'>ton' GLl lf Publish ing, 1964. 1994).

7

Competing is asserti ve and uncooperat ive, a power-oriente d mode . When comp eting, Il in divid ual pursues his or her own con cerns at the other person 's expense, usi n g

w hatever power seems appropri ate to win his or her position. Compet ing might mean st anding up for your rights, defending a position you be li eve is correct, or simply trying to w in .

Collaborating is both assert ive an d coop erative. When col laborating, an indi vidual attempLs to work With the oth er perso n to find a solutio n that full y sati sf ies t he con­ cerns of both . It involves digging into an issu e to id entify the underlying conc ern s of t he two individu als and to fi nd an alte rn at ive tha t meets bot h sets of con cern s. (01 ­ li'lb orat ing betw een two perso ns m ight take th e form of explor ing a di sag reement t o learn f ro m each other's in sights, resolving some conditi o n th at wo uld ot herw is e have the m com peting fo r reso urces , or confro nting an d trying to f ind a creative so lu ti on to an interpe rsona l pro blem .

Compromising is interm edi ate in both as se rt ivene ss an d cooperat ive ness . W hen co mpromi sing, the obj ect ive is to find an exp edient, mutua lly accepta ble sol uti on tha t pa rtial ly satisf ies both pal-t ies . Co mp rom ising f alls on a middle gro un d between co mp etin g and acco mmod at in g, g iv ing up more th an competing bu t less th an acco m modating . Likewise , it addresses an iss ue more d irectly th an aVO id ing but doesn't expl ore it in as much de pth as co llaborating . Comp ro miSin g m igh t mean spl itt ing th e diff erence, exchangin g conce ssi ons, or seeking a quick mid dle -groun d posit ion.

Avoiding is unassertive and uncooperative. Whe n avoi di ng, an indi vidu al does not immed iately pursue his or her own concerns or those of the other pe rson . He or she does not ad d l-ess t he conf lict Avoi din g m ight take the form o f dip lomatical ly side­ step PIII g an iss ue, postp on ing an Issue until a bette r time, or si m ply Wi t hdrawing fro m a t hreatening situ ation

Accommodating IS unasse rt ive and coo perati ve-the opposite of competing . Wh en accommodati ng , an indiVidual negl ects h is or her own con cerns to satisfy th e co ncern s of t he oth er person; th el-e is an ele ment of self-sacri fice in thi s mode . Acco mmodati ng might tak e the fo rm of sel fless generosity or charity, obeying another pe rs on's order whe n you would p refer not to , or Yie ldi ng t o anothel-'s poin t of view,

8

i

Your profil e of TKI scores Indicates the repertoire of conflict-han d ling modes you use in the kinds of con f li cts you face . Your score prof ile ca n be graphed on page lOaf th is boo klet.

In the grap h on page 10, the fi ve con fl ict-handling modes are represe nted by th e five colum ns labeled "Co mpeti ng ," "Collaborating , " and so on. In the col umn under each mode is the range of possib le scores on that mod e- f rom 0 (fo r ve ry low use) to 12 (f or ve ry high use) Circl e yo ur score on each of the fi ve modes

Each poss ible score is gra phe d in re la tion to the sco res of a repre se ntative sam ple of 8, 000 employed adu lts w ho have alread y ta ken the TKI. The hOrIZontal lines represent pe rcentiles-that is, th e percentag e of people in the sam pl e w ho sco red the same as or lower than yo u on ea ch mode. If yo ur score fal ls above th e "8 0 %" line on com­ peti ng, for ex am ple, th at wo uld mea n that you sco red hi gher in com p lin g than 80 percent of the people w ho have ta ken the TK I-that yo u are in the t op 20 percenl on co mpetit ion

The heavy lin es at t he 25 t h and 75t h percentiles sep arate t he middle 50 percent a the sco re s on ea ch mod e fro m the to p 25 perce nt and th e botto m 2 5 percent Scores t ha t fall in the top 25 percent are cons idered high . Si mila l-Iy, sco res t hat fall in t h bott om 25 pe rcent are co nsi dered low Scores that fall in t he mi ddle 50 percent are con side red medi um. Look at your sco res to see w he re th ey fall wi thin thi s I-a nge.

i I

9

Competing Collaborating Compromising Avoiding Accommodating

100 % 12 12 12 1 1, 12 - ­12 1111 11 10

10 10 11 10

9 9

..n 90 % 98 9 10 8:r..,

:r

80% - - ---1 8

7 8 9

70 % 6

7

~ " 0 In

w ..I c c ::

60 %

50 %

5

4

7 8

6

6

5

40% 6 7

5

30 % 3 4 -­

5 6

4 20 % 2

" Ii!

4 5 3

It\ N

3s: c 10% -oJ

3 4 22

0 2 3 1 1 1 2 00 % 0 0, 1 0 -­

iIio re: 5cor~s are graphr>d " relation to a [)orrn 5amp le consist ing tlf 4,000 WOllien and 4,000 men, ages 20 through 70, wl\ o wP, e pn;ployed i ull i lm(' ,n the Uni t ed StJtes , Datil werr draw,' frnm a database of 59,000 eJses ( cJllected l'lelwe f-O 200 2 anti 2005 anci w~re sam pl ed 10 en sUie rl'pI1'5o?ntd! Ive numhers 01 people by urgani zatio [lal le vel ilild rale/ethnrc ily,

10

Wh en you loo k at your results on th e TKI , yo u probably want to know, " What are t he correct answers 7 " In t he case of confl ict-handlin g behavi or, there are no right or w rong answers . All f ive modes are usefu l in so me sit uations: each r presents a set of usefu l soci al skill s. Our conventional w is dom recognizes , for example , that often " Two heads are better than One " (coll aborat in g) . But It also says , " Kill your enemies w ith kindness " (acco mmodating ), " Sp lit lhe diffe rence " (co mp m mising), " Leave well eno ugh alone" (avoi d in g), and" Mi gh t ma ke s I"igh t" (comp etin g) . The effective ness of a giv n confli ct -ha ndling mod dep en ds o n the requ irements of the specific situa ­ t ion an d Lhe skill with wh ich you u e th at mode .

YO li are capa ble of uSing al l fi ve conflict -handl ing mod es; yo u cannot be characte rized as having a si ng le, ri gid style of dea l i n~J w ith co nflict How ever, most p op le use some mode more rea dily t han ot he rs, develop more sk il ls in t hose modes, an d Lh erefo re t en d t o rel y o n th em mo re heavi ly. M any ha ve a cl ear fa vo rite. The co nflict behav io rs yo u use are th e resu lt of bot h yo ur perso na l pred is oSlli o ns and th e requ irem ents of the situati o lls in w hi ch you f ind yo ursel f

To hel p you Judge how appro pri ate your use of the f ive m odes IS f or yo ur situa t ion , we have listed a number of uses fo r ea ch mo de . The use are base d on lists gene rate d by compa ny preside nts In c.l cJltio n, because you r predi spo siti on s may lead you t o re ly on som e co nf li ct beha vim s mo re or less tha n ne cessa ry, we have also listed some di ag­ nost ic questions con ce nlfl g wa rning si gn s f or the over use or underuse of each mode

11

~ Uses

W hen quick , decisive acti on is vi tal-for examp le, in an em erge ncy

On Important is sues wh ere unp op ular co urses of act ion need imple ment ing- f or exam ple, cost cutt ing, enfo rci ng un pop ula r ru les, discipl ine

On iss ues vital to co mp any we lfare whe n yo u know you'l"e right

W he n you need to protect yourse lf from peo ple w ho take advantage of noncom pet­ itive behavio r

Questions to Ask

If your score is in th e high ran ge, you may wish to ask yo urself

Are you su rroun ded by "yes" peo ple )

If so, perhaps it's because they have learn ed that it's unwi se t o d isagree with yo u o r have given up t rying t o intluence yo u. This close s yo u off fro m infor mat ion

A re othe rs afrai d to ad mit ign orance an d uncertaint ies to yo u)

In a compet iti ve cl imate, one must f ight f o r in f lu ence an d re spect, act ing more ce rta in an d co nfident t han on e fe els. ThiS mea ns that people are less able t o ask f or Information and op in ions-th ey are less lik ely t o learn .

If your score is in the low rang e, you may w ish to ask you rself

Do you oft en f eel powerless in sit uat ions )

Yo u may be unawa re of the power yo u have, unski lled in its use, or uncom fortable with t he Idea of uSin g it. Thi s may hinde r your e ffe ctiveness by restricting your influence.

Do yo u somet imes have t ro uble tak in g a f irm stand, even w hen you see th e need)

Somet im es con ce rns for other s' f ee lin gs or anxiet ies about the use of power ca use peo pl e t o vac ill ate, wh ich may re su lt in post pon ing t he decisi on an d addi ng to t he sufferi ng an d/or re sentment of ot hers .

12

Collaborating

Uses

When you need to find an integ rative solution and the concerns of bot h parti es are too imp o rLant to be compromised

Wh en yo ur objective is 10 learn and you wish to test your ass umptio ns and un der­ sta nd ot hers ' views

W he n you w an t to merge insigh ts from people with di fferent perspec ti ves on a pro blem

Wh en you want to gai n commitment by in co rporati ng othrr': concerns into a con sensua l d cis ion

• W he n yo u n ed to w ork through hard feel ings that have bee n inte rferi ng with a I'elat ionsh ip

Questions to Ask

If y our sco re is in th e high rang e, you may wish to ark yourself

Do you so metimes spe nd t im e discu ssing issues in depth t hat don' t seem to warrant 117

Co llabo rat ion t akes time an d energy- perh aps t he scarce st o rganizat io nal re sou rces_ Tri vi al probl ems do n't re quire opt imal sol utio ns, an d not all perso nal di ffe re nces need to be ha she d o ut Th e overuse of collaboratio n and con sensual dec isio n maki ng so meti mes represen ts a desire to minimize ris k- by diffUSin g r sponslb ili t y for a deci io n or by post po ning action_

Does yo ur co llabo rat ive behavior f ail to elici t co llab orative re sponses from othe rs!

The explo rato ry and t en tative nat ure of som e col laborative behav ior ma y make it ea sy for ot he rs to d is rega rd you r overture s or t ak e advantage of the trust and op en ­ ness yo u d isplay. Yo u may be m issi ng so me cu es tha t wou ld ind ica te t he prese nce of defenSiveness, st ron g fee li g5, impati ence , co m petitiveness , or con fl ict ing interests .

If your score is in the low range, you may wish to ask yo urself

Is it d ifficult f or you to see diff rences as oppo rt un ities fo r jo int gain , learnin g, o r problem so lVing!

Althou gh conflict situations often involve th rea Leni ng or unpro ductive as pects , ap pro achin g all confli cts wit h pessim ism can prevent you from seeing coll abo­ rati ve possi bili ties and thu s dep ri ve you or the mut ua l gai ns nd sat isf actions tha t accompan y successfu l co llabo rat ion ,

A re othe rs unco mmitted to yo ur decis io ns or pol icies!

Perhaps thei r concerns are not being incorporated into th ose decision s or pol icies ,

13

~ Compromising Uses

When goals are moderatel y important but not worth t he effort or the pote nt ial disrupt ion involve d in using more assert ive modes

Wh en two oppo nen ts w ith equa l power are strongly comm itted to mutually excl us ive goals-as in labor-m an agement ba rga ining

Wh en you w ant to achieve a temp ora ry setllement of a co mpl ex issue

W hen you need to arr ive at an expe dient solution un der time pressu re

As a backup mode wh en coll aborat ion or com peti tion fails

Questions to Ask

If your sco re is in the high rang e, you may wish to ask you rse lf.

Do you conce ntrate so hea vily on th e pract icalities and ta cti cs of compromise that you som eti mes lose sight of larger iss ues!

Doing so may le ad t o un int ended and cost ly compromis es of principles, va lues, long-t et" m objectives , or com pan y w elfare .

Does an emphasi s on ba rgai ning and tra ding create a cynic al cli mate of games­ mans hip?

Su ch a cli ma te may undermi ne in ter perso nal trust and def lect attenti on fro m t he merits of t he issues bei ng discussed .

If you r score is in the low range, you may wish to ask yourself

Do yo u sometim es fin d yo urself too sensi tive or emb arra ssed to eng age In the give­ and-ta ke of barga ining !

This ret ice nce can keep you f rom gett ing a fa ir sh are in negot iat ion s- f or yo urse lf, yo ur t eam , or your orga ni zation.

Do you so meti mes find it difficult to make concessions!

W ithout t his safety va lve, you may have tro uble gracefully gettin g ou t of mutu ally destructive argu ments, power stru gg les, and so on.

14

A aiding

Uses

W hen an iss ue is unimportant or when other, mo re important issues are p ressi ng

W hen you pe rceiv no cha nce of satisfying your conce rns- f or exam ple, when you have low power or you are fr ustrated by something th at wou ld be ve ry diffic ult to ch ange

Wh en the potentia l co sts of confronting a conf lict outweigh the ben efi ts of its re solu tion

W hen you nee d t o let people coo l down-to redu ce ten io ns to a produ cti ve level and to rega in persp ective and com posure

Wh en gath erin g more inf o rmation outweighs the advan t ages of an im me dia te decision

Wh en othe r can resolve t he conflict mo re effectively

W he n the issue seem s ta ng ential or sym pto matic of another, more ba sIc issue

Questions to Ask

If your score is in the high range, you may wish to ask yo urself:

Does coordinat io n suffer because peo pl e sometim es have trou ble getti ng yo ur input on iss ues !

Does it som et imes appea r th at people are "walking o n eg gshell s"!

Som eti mes a dY'lf unct io nal amo unt of energy is devoted to caution and avo idi ng issues, indicati ng t hat those issues need to be faced and reso lved.

Are decisions on Import ant iss ues so metimes made by default!

If your score is in the low ran ge, you may wish to ask yourself:

Do yo u so metimes find yourself hurt ing peopl e's feelings or stirring up hostili t ies !

You may need to exerci se more discretion and tact, fr mi ng Issues in nonthrea tening ways .

Do you sometimes feel harned or overwhelmed by a number of issu es!

You may need to devote more t ime to setting prioriti es-that is, deciding which issues are relati ve ly uni mpo rt ant and perh aps delegating the m to othe r .

15

65 Accommodating Uses

When you reali ze t hat you are wron g-to allow a better positio n to be con slde l-ed, t o learn fro m others, an cJ t o show t hat yo u are reas o nable

W hen the Issue is m uch more im portant to the othe r person t han It IS to yo u- to sat isfy the nee ds of others and as a goodwi ll gesture to hel p ma inta in a co o per-atl ve relati o nsh ip

W hen you w ant to bu il d up sO cia l credits f o r later issues that are impo rtant t o yo u

Whe n yo u are outm atch ed and losi ng and more comp et itio n w o uld only damage yo ur cause

W hen preserving harmony an d avoi di ng d isru pt ion al-e especi all y im portant

Whe n you wa nt to help yo ur employees develo p by allowing them t o exp eri ment and learn f rom their m istak es

Questions to Ask

If your score is in the high ra nge, you may wish to ask yourse lf.

Do you fee l that your idea s and concerns som et imes don't get t he atten tio n the y dese rve!

Deferring to o mu ch to t he co nce rn s of others ca n depr ive yo u of influen ce , res pect, and re cognition . It can also dep rive t he organizati o n of yo ur pote nt ial co nt ributio ns .

Is d iscipline lax!

A lth ough diSCipl ine for its own sak e may be of little value, so me ru les and p roce­ dures (I re cru cial and need to be en f orced. Accommo dating o n th ese issu es may hal-m you , oth ers, or th e orga ni zat io n _

If your sco re is in the low range, you may wish to ask yourself:

Do you so met imes have trou ble building goodw ill with oth ers!

AccommocJ at ion on m in or issu es t hat are import ant to othe rs is a gestu re of goodwi ll.

Do ot he rs som et imes see m to re gard yo u as unreC1 sona ble !

Do you occasio nally have tro ub le ad m itt ing when you are wrong!

Do you recogn ize legitim ate exception s to the n iles !

Do you know w hen to g ive UP !

16