Conflict Management Revised No Color

8/11/2019 Conflict Management Revised No Color

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Conflict Management

Mohamed l Mekkawi

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Learning Objectives

After reading the chapter, the student will be able to:

1. Define the term conflict

2. Identify antecedent conditions of conflict3. Differentiate between perceived and felt conflict

4. Discuss sources of conflict at workplace

5. Identify most common strategies to manage conflict6. List the leaders and managers responsibilities in

conflict resolution

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Conflict

The consequence of real or perceived differences in mutually

exclusive goals, values, ideas, attitudes, beliefs, feelings, or

actions (Sullivan & Decker, 2009).

Intrapersonal conflict: Within one individual

Interpersonal conflict: Between two or more individuals

Intragroup conflict: Within one group

Intergroup conflict: Between two or more groups

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Sullivan & Decker (2009); Whitehead, Weiss, & Tappen (2007), Marquis & Hustom (2003); Quigley (2007); Viv

ar (2006)


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Conflict Can Inspire Change By:

Increasing sensitivity to an issue

Inspiring people to develop new ideas or identify

new methods for solving problems

Helping people become more aware of tradeoffs,

especially costs versus benefits

Motivating people to improve performance,

effectiveness, and satisfaction


ar (2006)


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Antecedent Conditions

Role conflicts Defined as other peoples expectations regarding

behavior and attitudes

Task interdependence is another potential source of

conflict Structural conflict

Structural relationships (superior to subordinate, peerto peer) provoke conflict because of poor

communication Competition for resources, opposing interests, or lack

of shared perceptions or attitudes

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ar (2006)


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Perceived and Felt Conflict

Parties involved view situations or issues from

differing perspectives

Perceived conflict

Each partys perception of the others position

Felt conflict

Negative feelings between two or more parties

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Sullivan & Decker (2009); Whitehead, Weiss, & Tappen (2007), Marquis & Hustom (2003); Quigley (2007); Vivar (2006)


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Conflict Behaviors

Result from the parties perceived or felt conflict

May take the form of aggression, competition,

debate, or problem solving

May include covert behavior

Indirect tactics, such as scapegoating, avoidance,

and apathy

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The Pareto Principle or 80/20 Principle

80% of the conflicts in your life are probably with

20% of the people in your life, and

20% of those conflicts are causing 80% of the

negative consequences in your life, so

Because you cant resolve all the conflicts, you

have to pick the ones that matter. Concentrate

on the 20% that are causing 80% of your

problems.

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Sources of Conflict

1. Competition between groups2. Increased workload

3. Multiple role demands

4. Threats to professional identity

5. Threats to safety & security

6. Scarce resources

7. Cultural differences

8. Invasion of personal space

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Whitehead, Weiss, & Tappen (2007), Sullivan & Decker (2009); Marquis & Hustom (2003); Quigley (2007); Vivar (2006)


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Signs of conflict

To feel uncomfortable in a situation

Trouble to work with team members

Altered conversation between team members

Verbal attacking among team members

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Conflict Resolution or Suppression

Resolution: A mutually agreed-upon solution that

both parties commit themselves to

Suppression: One person or group defeats the other

Optimal solution: Both parties see themselves as

winners and the problem is solved

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Filleys Strategies

Win-lose

One party exerts dominance, the other

party submits and loses

Lose-lose Neither side wins

Win-win

Focuses on goals and meeting the

needs of both parties

Consensus involves attention to facts

and the position of the other parties

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Strategies to Manage Conflict

Confrontation

Considered the most effective means for solving conflicts

Problem-oriented technique in which the conflict is

brought out into the open

Attempts are made to resolve it through knowledge and

reason

Goal is to achieve win-win solutions

Delivered in private as soon as possible

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Other Strategies (continued)

Negotiation

Involves give-and-take on various issues among the parties

Seeks to achieve agreement even though consensus will

never be reached

Can be guided by Levensteins ten commandments for

negotiators

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Collaboration Mutual attention to the problem, in which the talents of all parties are

used

Compromise Used to divide the rewards between both parties.

Neither gets what he or she wants

Competing An all-out effort to win, regardless of the cost

Accommodating An unassertive, cooperative tactic used when individuals neglect their

own concerns in favor of others concerns

Suppression In situations where conflict is discouraged

Could include elimination of one of the conflicting parties throughtransfer or termination


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Avoiding

Participants never acknowledge that a conflict exists

Withdrawal

Simply removes one party Smoothing

Complimenting opponent, downplaying differences,

focusing on areas of agreement

Forcing Method that yields an immediate end to the conflict

but leaves the cause of the conflict unresolved


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Ways to resolve conflict

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Leadership Roles and Management Functions

I. leadership Address conflict as soon as it is perceived

Seeks win-win solution when ever feasible

Lessens the differences and broaden the

understandings among parties

Assists subordinates to identify alternative conflict

resolutions

Respect personal differences among staff members Uses assertive communication skills to foster open

communication

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II. Management

Creates collaborative working environment

Obtain proper resources through negotiation

Compromises unit needs only when they are not

critical

Adequately prepared for proper negotiation of

resources

Use your legitimate authority in decision making

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Helpful Tips in Conflict Resolution

1. Focus on the causes ofthe disagreement andnot on personalities.

2. Try to arrive atsolutions acceptable toeveryone concerned.

3. Get all the informationpossible. Differentiate

between facts andopinions.

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4. Listen carefully anddont prejudge.

5. Dont belabor (discussrepeatedly) how theconflict occurred.Instead, concentrateon what should bedone to keep it from

recurring.6. Concentrate on

understanding and noton agreement.


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Negotiating Strategies

Use factual statements.

Listen and keep anopen mind.

Discuss issues and notpersonalities.

Start tough.

Handle the unexpected

wisely.

Deal with theunexpected.

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Be honest.

Be pleasant anddont show anger.

Dont give up theship too early.

Try not to use your

bottom line. Take a break if

necessary.


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Conclusion

Conflict is inevitable in any organization, but if successfully

managed, it can produce high-quality, creative solutions

that lead to motivation and progress. The goal, then, should be

to create a work environment that uses conflict constructivelyas a conduit for growth, innovation, and productivity.

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Activity 1.

Identify a conflict situation you have

experienced recently

Write down what frustrated you about the event

Make a note of what differences caused the

conflict

We will share these experiences as a group so

dont use peoples names protect the innocent andthe guilty.

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Activity 2.

In pairs, look at the conflict situations youdiscussed in your first group exercise andidentify which response you used?

Avoidance

Accommodation

Competition

Collaboration

What communication skills did you use?

Was it effective, was the conflict resolved?

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Activity 3.

It is important for nurse managers and leaders to be

self-aware regarding how they view and deal with

conflict. In your personal life,

How do you solve conflicts?

Is it important for you to win?

Are you able to see the other persons position inconflict situation?

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Reference

Tappan, Weiss, & Whitehead (2007), Essentials of Nursing Leadership and Management,4th edition,F. A. Davis Company, Philadelphia.

Marquis & Hustom (2003), Leadership Roles and Management Functions in Nursing:Theory & Application, 4th edition, Lippincott, Philadelphia.

Sullivan & Decker (2009), Effective Leadership and Management in Nursing, 5th edition,Prentice Hall, New Jersey.

Quigley, A. (2007). NHS survey: impact of conflict resolution training on working lives ofhealthcare staffs.Journal of Healthcare Protection Management , pp. 87 -103.

Vivar, G. (2006). Putting conflict management into practice: a nursing case study.Journalof Nursing Management , pp.201-206.

Barton, A. (1991). Conflict resolution by nurse managers. Nursing Management,22 (5),8386.

Cavanagh, J. (1991). The conflict management style of staff nurses and nurse managers.Journal of Advanced Nursing,16, 12541260.

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Documents

Conflict Management Revised No Color