Managing Conflict

Patricia Gorzka, PhD, ARNP, FAANP

Conflict is normal

• 90% average leaders time spent in conflict management

• Use conflict to promote good interaction and advance relationships

• Problems arise when have fear and avoid conflict

Goals of conflict management

• Determine root issues/cause-examine for– Root cause analysis

• Mutually agree on actions to be taken-fix problem vs. assigning blame.

Conflict Management

• Encourage appropriate expression of conflict

• Consider different perceptions

• Identify real source of conflict

• Resolve the conflict using values-core values-– i.e.-What is best for patient

Conflict Management Process Must Address:

• Sources of conflict– Environmental-cultural, religion, economics,

etc.– Individual-ego, personalilty, perceptions, etc.

• Power Sources of Individuals – Level playing field-outcome balanced and fair

• Expectations-most frequent cause of conflict

Leader Skills

• Prevents unnecessary conflict– Open communication to create climate of

openness and trust– Ensures congruence of workers goals with

organization’s goals– Recognizes sources of conflict and works to

facilitate insight

Recognize Sources of Conflict• Structure conflicts-unequal powers

• Value conflicts-culture, religion, education

• Information conflict-different data, assessment, interpretation

• Interaction conflicts-communication and language

• Interest conflicts-politics and processes

Negotion-Individual Interest Conflicts

• Be aware of time and place of conflict-move to private place.

• Use “I” approaches-parties must own their own feelings

• Use visual tools, flip charts, etc., to visually display elements of conflict-this balances language deficits

Negotiation-Individuals

• Avoid vagueness and ambiguity-leader facilitates clarity

• Each party must feel he/she has gained something

• Clearly articulate agreement so all parties understand.

Negotiation-Team-Based Conflicts

• Potential Sources– Unfair or unequitable treatment– Lack of essential information– Game Playing– Not acknowledging everyone’s uniqueness– Lack of mutual respect– Power issues

Team-Two Categories of Conflict

• Identity-Based Conflict

• Interest-based Conflict

Identity-Based Conflicts

• Most Difficult

• Reflect parties culture and beliefs

• Stems from commitment to values

• Long duration

• Can be passed on from one generation to next

Sources of Identity-Based Conflicts

• Values• Religion• Language• Heritage• Culture• Family• Community• Country

Strategies for Facilitator

• Give both parties a voice-express perceptions

• Use time and patience-move slowly

• Build trust-root issue not always apparent– Must have clarity to resolve

Strategies (cont.)

• Determine what caused the conflict– Ask parties what they want– Recall period before conflict existed-how did

they feel?– Do they blame someone and why– What final outcome do they want

• May talk with each alone and then together

Rothman(1997) ARIA formal resolution process

• A-Antagonism-parties express antagonism (expect much blame to be expressed)

• R-Resonance-move from antagonism to common ground– Facilitator –safe, open, trusted– Reconceptualize the conflict

ARIA (cont.)

• I-Invention-focus on identifying solutions– Compromise not desirable-parties see it as

giving up– Want new solutions– Develop and agree on objectives

• A-Action-set agenda for action-what, who, how, why

Interest-Based Conflicts

• Leader acts as mediator for negotiations where offers are made and countered

• Two kind mediator action– Non contingent-focus on processes for

mediation– Contingent-responses to specific

circumstances arising from process

Interest-Based Conflict-10 Steps to Resolution

• Establish initial relationship– Include the parties– Build credibility– Rules of Engagement

• Develop strategies to guide process– Assess, collect, and coordinate approaches– Develop plan

10 Steps

• Construct the data base– Analyze and verify data– Eliminate inaccurate data– Identify substance of conflict

• Organizing the plan for mediation– Develop strategies and techniques– Accommodates contingencies

10 Steps

• Building trust and communication– Deal with feelings directly– Create safe place– Identify and name correct issues– Develop effective communication

• Beginning the resolution process– Define expectations– Apply approach– Devise structure and flow making sure all parties are

heard

10 Steps

• Defining concerns and setting priorities– Ensure correct understanding of issues– Agree on issues– Develop strategies to move beyond issues

• Looking for the unseen– Discover real issues– Find hidden information– Name hidden agendas– Determine personal agenda

10 Steps

• Naming values and options– Moving to agreement– Choosing options– Naming places of consensus– Affirming understanding and choices

• Concluding the conflict process– Converging around options– Agree to protocol– Contract for performance – develop action plan

Leader-Mediator

• Helps parties get “unstuck”– Caucus-work with parties individually– Neutral regarding outcome– Maintains a balance of power– Guide problem solving process– Stay focused on large picture (values) and

mutual benefits to be gained

Leader-Mediator

• Good active listener

• Develop meeting schedule and acceptable site

• Goodness of fit between mediator and conflicting parties-respect for each other

• Facilitate information exchange

• May use consultants for resolution