Conflict management

….peace is not the absence of conflict but the presence of creative alternative for responding to conflict-alternatives to passive or aggressive responses, alternatives to violence.

1. Conflict Management Jamilah Saad Alqahtani CNS, MSN,RGN,BSN,OR Specialist Nursing education

2. Can you imagine a world without conflict? Why? It would be a world without change!

3. LEARNING OBJECTIVES : At the end of this lecture leaner will be able to … History Of Conflict Management Causes Of Conflict Characteristics Conflict Structure Advantage & disadvantage Of Conflict Effects Conflict Rules Of Effective Conflict Resolution Conflict Management Strategies

4. Introduction ….peace is not the absence of conflict but the presence of creative alternative for responding to conflict-alternatives to passive or aggressive responses, alternatives to violence. (Dorothy Thompson)

5. Definition Conflict is a struggle or challenge between people with opposing needs, ideas, beliefs, values or goals.

6. Conflict Management is the process of limiting the negative aspects of conflict while increasing the positive one’s. The aim to enhance learning and group outcomes, including effectiveness or performance in an organizational setting Definition

7. History of Conflict Management Early 20 th century, conflict was considered to be an indication of poor organizational management, destructive & avoided at all costs. The theorists of this era believed conflict could be avoided if employee were taught the right way to do things and if expressed employee dissatisfaction was disapproval. In the mid-20 th century organizations recognized worker satisfaction &feedback were important &accepted passively.so teaching focus on how to solve conflict rather than prevent it.

8. The interactionist theorists of 1970s recognized necessity &actively encourage organizations to promote conflict as producing growth. Nursing managers can no longer afford to respond to conflict traditionally (avoid , suppress), because this is nonproductive. In an era of shrinking healthcare dollars, it’s important for managers to confront and manage conflict appropriately & have the ability to understand & deal with it as a critical leadership skills . History of Conflict Management

9. Why conflict occur ?

10. Causes of conflict Misunderstanding • Personality clashes • Competition for resources • Authority issues • Lack of cooperation • Differences over methods or style • Low performance • Value or goal differences

11. Conflict structure Vertical Horizontal Differences between managers and staff associates related to inadequate communication, opposing interest, lack of shares perceptions and attitudes. Manager will use bureaucratic roles It is line-staff conflict commonly as struggle among domains related activity, expertise and authority or conflict. This type of conflict affects on trust cooperation communication and interaction structures.

12. Advantages VS Disadvantages Functional – support the goals of the group and improves its performance Dysfunctional – conflict that hinders group performance

13. Categories Of Conflict There are the three broad categories of conflict : Intrapersonal conflict Interpersonal conflict Intergroup conflict Unfortunately , Violence and workplace aggression are increasingly being recognized as epidemic in the healthcare workplace (Hockley2010)

14. Interpersonal Conflicts Sources can be: Personal differences Information deficiency Environmental stress

15. Intergroup Conflict Common causes are.. Poor communication Inadequate defined org structure Individual behavior Unclear expectations Individual or group conflict of interest Operational or staffing change Diversity in gender, culture, or age

16. Effects of conflict

17. Process of conflict Latent conflict (antecedent conditions) Felt conflict Perceived conflict Manifest conflict Conflict resolution Or Conflict management Conflict aftermath

18. Rules Of Effective Conflict Resolution Protect each part’s self respect. Do not blame the problem on the participants. Allow all parties in the conflict to completely discuss their perspective of the problem. Set ground rules before discussion started. Encourage full expression. Encourage active listening. Encourage frequent feedback. Help participants develop alternative solutions. Follow up the agreed action provide feedback.

19. Conflict Management Strategies The optimal goal in resolving conflict is creating a win-win solution for all involved.

20. Avoiding (no winner-no losers) Party aware of conflict but choose not to acknowledge it or attempt to resolve it. Avoiding may indicate in trivial disagreements specially when cost of the dealing with conflict exceeds the benefits of solving it. Or when one party is more powerful than other one. The greatest problem in using avoidance is that the conflict remains.

21. Competing(I win-you lose) The competing party seeks to win regardless of the cost to others. Managers may use competing when a quick or unpopular decision needs to be made. Also when one party has more information or knowledge about situation than other. Competing in form of resistance is appropriate when individual needs resist unsafe patient care policies or procedures, unfair treatment, abuse of power or ethical concerns.

22. Cooperating /Accommodating (I lose-you win) Opposite of competing One party sacrifices own beliefs and allows other parties to win Is appropriate political strategies if the item is not high value to person doing the accommodating

23. Compromising (you bend- I bend) Each party gives something it wants. Although many see compromise as an optimum conflict resolution strategy, antagonistic cooperation may result in lose –lose situation Why ? Compromising not to result in lose-lose situation …but parties must be willing to give up something of equal value to becomes a win –win .

24. Collaboration (I win- you win) assertive Is rare when there is wide difference in power between parties Although conflict is a pervasive force in healthcare organizations only small percentage of time is spent in true collaboration.

25. Smoothing One person ‘ smoothes ’ others involved in conflict to reduce the emotional component of conflict. Mangers often use smoothing to get someone to accommodate with other party. It focus more on compliment the other party on agreements rather than differences. It is appropriate for minor disagreements and it rarely result in resolution of actual conflict.

26. Summary Conflict is a struggle or challenge between people with opposing needs, ideas, beliefs, values or goals. Because managers have variety of interpersonal relationships wit people with different values, beliefs, backgrounds, and goals, conflict is an expected outcome Conflict theory has changed dramatically during the last 100years. Currently conflict is viewed as neither good nor bad because it can produce growth or be destructive depending on how to manage it

27. Summary Three categories of conflict intrapersonal, interpersonal, intergroup The 1 st stage of conflict process called latent conflict and end with conflict aftermath The optimal goal in conflict resolution strategies is creating win-win solution for ever one involve Common conflict resolution strategies include compromise, competing, accommodation, smoothing, avoiding and collaboration

28. References Zerwekh J, Garneau AZ. Nursing Today-E-Book: Transition and Trends: Elsevier Health Sciences; 2017. Marquis, B. L., & Huston, C. J. (2009).  Leadership roles and management functions in nursing: Theory and application . Lippincott Williams & Wilkins.‏ file:///C:/Users/jamilah/Downloads/wk-13-conflict-management-1208805454013385-8.pdf file:///C:/Users/jamilah/Desktop/conflict%20in%20org.pdf