Conflict Management Revised No Color
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Transcript of 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
Sullivan & Decker (2009); Whitehead, Weiss, & Tappen (2007), Marquis & Hustom (2003); Quigley (2007); Viv
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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Sullivan & Decker (2009); Whitehead, Weiss, & Tappen (2007), Marquis & Hustom (2003); Quigley (2007); Viv
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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Sullivan & Decker (2009); Whitehead, Weiss, & Tappen (2007), Marquis & Hustom (2003); Quigley (2007); Vivar (2006)
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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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Sullivan & Decker (2009); Whitehead, Weiss, & Tappen (2007), Marquis & Hustom (2003); Quigley (2007); Vivar (2006)
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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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Whitehead, Weiss, & Tappen (2007), Sullivan & Decker (2009); Marquis & Hustom (2003); Quigley (2007); Vivar (2006)
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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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Sullivan & Decker (2009); Whitehead, Weiss, & Tappen (2007), Marquis & Hustom (2003); Quigley (2007); Vivar (2006)
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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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Sullivan & Decker (2009); Whitehead, Weiss, & Tappen (2007), Marquis & Hustom (2003); Quigley (2007); Vivar (2006)
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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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Sullivan & Decker (2009); Whitehead, Weiss, & Tappen (2007), Marquis & Hustom (2003); Quigley (2007); Vivar (2006)
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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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Sullivan & Decker (2009); Whitehead, Weiss, & Tappen (2007), Marquis & Hustom (2003); Quigley (2007); Vivar (2006)
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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
Other Strategies (continued)
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Sullivan & Decker (2009); Whitehead, Weiss, & Tappen (2007), Marquis & Hustom (2003); Quigley (2007); Vivar (2006)
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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
Other Strategies (continued)
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Sullivan & Decker (2009); Whitehead, Weiss, & Tappen (2007), Marquis & Hustom (2003); Quigley (2007); Vivar (2006)
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Ways to resolve conflict
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Whitehead, Weiss, & Tappen (2007), Sullivan & Decker (2009); Marquis & Hustom (2003); Quigley (2007); Vivar (2006)
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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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Whitehead, Weiss, & Tappen (2007), Sullivan & Decker (2009); Marquis & Hustom (2003); Quigley (2007); Vivar (2006)
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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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Whitehead, Weiss, & Tappen (2007), Sullivan & Decker (2009); Marquis & Hustom (2003); Quigley (2007); Vivar (2006)
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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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Whitehead, Weiss, & Tappen (2007), Sullivan & Decker (2009); Marquis & Hustom (2003); Quigley (2007); Vivar (2006)
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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Whitehead, Weiss, & Tappen (2007), Sullivan & Decker (2009); Marquis & Hustom (2003); Quigley (2007); Vivar (2006)
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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Whitehead, Weiss, & Tappen (2007), Sullivan & Decker (2009); Marquis & Hustom (2003); Quigley (2007); Vivar (2006)
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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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