How Employees Can Better Manage Their Time with Kilmanns Time-Gap Survey

Kilmann Diagnostics, an e-learning company that provides online courses with the Thomas-Kilmann Conflict Mode Instrument (TKI), now offers an assessment tool that identifies the significant gaps between how employees (1) are currently spending their time on the job versus (2) should be spending their time in order to improve their performance and satisfaction.

Newport Coast, CA (PRWEB) July 9, 2012

Kilmann Diagnostics (KD) offers a series of recorded online courses that rely on state-of-the-art assessment tools. These self-report instruments enable participants to become more aware of their own as well as other people's behavior—as demonstrated by the Thomas-Kilmann Conflict Mode Instrument (TKI). This enhanced awareness then propels greater personal and organizational success. 

Kilmanns Time-Gap SurveyKD now offers an additional assessment tool in its product line: Kilmanns Time-Gap Survey. As expressed by Dr. Ralph Kilmann, the author of the survey: “The members of any work group are surprisingly unaware of how they waste their own time day after day and yet regularly complain that they can’t get their work done on time. All of us are given 24 hours a day, but we choose to use that time very differently and not always productively."

Dr. Kilmann added: "To bring this topic to conscious awareness, I decided to develop a self-report survey to demonstrate just how employees could be spending their time in a different way so they could improve their results. And, most importantly, all the identified time-gaps are under the direct control of each jobholder. As a result, each employee can immediately change how he spends his time in the workplace as soon as he becomes aware of his time-gaps, without having to wait on his boss or anyone else to make any other changes.”

Once a person has responded to the 35 items in on the Time-Gap Survey, she’ll be able to score and plot her five time-gaps, which then raise these five types of very important questions: 

1. Cultures: Does the employee spend time fostering an adaptive culture, responding quickly to requests from other departments, and encouraging others to forgive past wrongdoings by moving forward with a clean slate? Or does the employee, deliberately or not, spend time promoting additional mistrust across departments, conveying doom-and-gloom attitudes, and bearing grudges? 

2. Skills: Does the employee spend time working to clarify her job priorities, planning her work day, and sticking to the most important tasks until they have been completed? Or does the employee, deliberately or not, spend time working on the wrong priorities, switching from task to task without bringing any job to completion, and saving the important work for another day?

3. Teams: Does the employee spend time sharing his knowledge and expertise with members of his group (including the boss), encouraging teamwork, and fostering effective problem-solving efforts? Or does the employee, deliberately or not, spend time keeping his good ideas to himself, preventing the quieter members from entering into the discussion, and publicly agreeing with group decisions even though he really disagrees? 

4. Strategy-Structures: Does the employee spend time seeking to clarify organizational goals, objectives, and procedures with his boss before pursuing his daily work? Or does the employee, deliberately or not, spend time working on the same old things in the same old way without refocusing his priorities—even though organizational goals and objectives may be shifting?

5. Reward Systems: Does the employee spend time seeking to learn what criteria will be used to review his performance, how the review system works, and what he can do in the interim to improve performance? Or does the employee, deliberately or not, spend time complaining about the reward system—neither trying to understand it nor improve it?

By 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), all employees can then 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. Such a reallocation of time will make it more likely that all employees are doing the right things in the right way.

Kilmanns Time-Gap Survey is available in a 32-page paper booklet for $12.95 from either Amazon or Barnes & Noble (and is also available in the U.K. and other countries). The survey booklet includes the instructions, items, scoring sheet, numerous profiles, interpretive materials, and several examples to help respondents understand the implications of different survey results. See: Sample Results and Interpretive Materials. 

If consultants and their clients wish to learn how Kilmanns Time-Gap Survey can be used as part of a systemwide program to revitalize an organization’s use of project management, committees, task forces, and process improvement teams, Kilmann Diagnostics offers an 8-hour online course: Team Management.


Since 2009, the mission of Kilmann Diagnostics is to resolve conflict throughout the world by providing online courses with the Thomas-Kilmann Conflict Mode Instrument (TKI) and other assessment tools. KD is the exclusive provider of online training for the TKI—worldwide. Visit: Kilmann Diagnostics.