Conflict management in Nursing

Conflict management for Nursing Administration students and staffs - Manulal .V.S

1. “Getting good players is Easy , Getting’ them to play together is the hard part”. - Casey Stengel .

2. CONFLICT RESOLUTION By; Mr. MANULAL. V.S FACULTY CACEE, University of Kerala, Thiruvananthapuram .

3. CONFLICT Conflict is generally defined as the internal or external discord that results from differences in ideas, values , or feelings between two or more people. Conflict is also created when there are differences in economic and professional values and when there is competition among professionals . Scarce resources, restructuring and poorly defined role expectations also are frequent sources of conflict in organizations .

4. CONFLICT – Definition Conflict is a clash between hostile or opposing parties. Conflict can be defined as an expressed struggle between at least two interdependent parties, who perceive that others are preventing them from achieving their goals .

5. CONFLICT MANAGEMENT - Definition Conflict management is the process of planning to avoid conflict where possible and organizing to resolve conflict it does happen, as rapidly and smoothly as possible .

6. REMEMBER ……… “ Conflict is neither good nor bad, and it can produce growth or destruction, depending on how it is managed. ”

7. SOURCES OF CONFLICT Informational factors = decreased knowledge and information leading to conflict . Perceptual factors = when persons have different images of the same stimulus . Role factors = ie ; each individual occupies a certain position or status in the society or in the organization …… when disruption….Conflict development.

8. SOURCES OF CONFLICT… Cont… Skill differences. Competition for scarce resources. Eg : Money and Skilled man power. Role ambiguity. Inter group rivalry for rewards. Shift in organizational power base. Unworkable organizational structure . Pressure to avoid failures . Unhealthy competitions.

9. SOURCES OF CONFLICT… Cont … Psychological factors. = Feeling of insecurity is a patent cause of tension and conflict. It is generally the case that fear of security is 20% financial and 80% emotional. Self knowledge and recognition will probably ensure better security . Conflicts may also arise due to lack of consideration, lack of appreciation, misunderstanding or bad handling of situations and problems .

10. EFFECTS OF CONFLICT Win-Lose outcome. Lose-lose outcome. Win-Win outcome. Stress. Absenteeism. Staff turnover. Demotivation . Non-productivity.

11. TYPES / CATEGORIES OF CONFLICT Intrapersonal conflict = Occurs within an individual in situations in which he/she must choose alternatives ( they are mutually exclusive). It involves an internal struggle to clarify contradictory values or wants. The values nurses hold when they enter the profession generally remains intact; however, work place constraints and resistance may prevent the nurse from applying those values. This then affect the capacity of the nurse to work with people in distress and can lead to high levels of stress and job attrition.

12. TYPES / CATEGORIES OF CONFLICT 2) Interpersonal conflict = Conflict between two or more individuals. It occurs because of differing values, actions or perceptions. It happens between two or more individuals with differing values, goals and beliefs may be closely linked with bullying, incivility and mobbing.

13. TYPES / CATEGORIES OF CONFLICT 3) Intergroup and Organizational conflict = Organizational conflict may be interpersonal or intrapersonal. It occurs because of differing perceptions or goals they originate in the structure and function of the organization. Intergroup conflict occurs between two or more people of the group of people, departments , and organizations. Sometimes nurse experiencing intergroup conflict with family and work issues. Two areas responsible for conflict in an organization are role ambiguity and role conflict.

14. TYPES / CATEGORIES OF CONFLICT 3) Intergroup and Organizational conflict Role Ambiguity = Occurs when employee don’t know what to do, how to do it or what the outcome must be. This frequently occurs because when policies and rules are ambiguous and unclear. Role Conflict = Occurs when two or more individuals in different positions with in the organization believe that certain actions or responsibilities belong exclusively to them. Eg : In some hospitals, conflicts may exists b/w nurse and social worker during discharge planning.

15. CONFLICT PROCESS - Pondy’s Model . Latent Conflict ( Antecedent conditions) = It is the first stage in the conflict process . It implies the existence of antecedent conditions such as short staffing and rapid change. Perceived Conflict (Substantive conflict ) = If the conflict progresses it may develop into perceived conflict. The person recognize it logically and impersonally. It is intellectualized and often involves issues and roles. Sometimes conflict can be resolved at this stage before it internalized or felt.

16. CONFLICT PROCESS 3. Felt Conflict (Affective conflict) = Occurs when the conflict is emotionalized. Emotions include; hostility, fear, mistrust and anger. 4. Manifest Conflict (Overt conflict) = Action is taken. The action may to withdraw , compete, debate or seek conflict resolution . People often learn pattern of dealing with manifest conflict early in their lives, and family background and experiences, this may directly affect how conflict is dealt within adulthood .

17. CONFLICT PROCESS 5. Conflict After-math = There is always conflict after-math, positive or negative. If the conflict is managed well, there is no more issues. If the conflict is poorly managed , the conflict issues frequently remain and may return later to cause more conflict .

18. CONFLICT MANAGEMENT

19. The ways/points should know in conflict management . Communication Collective bargaining Discipline Negotiation Active listening Consider life stages Assertiveness training Assessing the dimensions of the conflict. Mediation. Smoothing . Conciliation = Refer to the activity of a third party to help disputes to reach an agreement.( ie , introducing a friendly feeling.) Arbitration = Means an appointment of an independent person to act as an adjudicator ( or judge ) , he/she will suggest the solution .

20. TECHNIQUES / SKILLS FOR MANAGING CONFLICT . AVOIDANCE = In avoiding approach, the parties involved are aware of a conflict but choose not to acknowledge it or attempt to resolve it. A manager can avoid the occurrence of many differences among his/her subordinates. Eg : we can place people in different groups whose experiences are similar, who have had similar training and who come from a similar level of society. Because of something is common, these people tend to see things similarly, also they will approach the problems in much the same way. Another way of avoiding differences is the controlling of interpersonal contacts of the people. We can place two conflicting individuals in different groups or physical locations .

21. TECHNIQUES / SKILLS FOR MANAGING CONFLICT . 2. ACCOMODATION (Lose/Win) = Here one party sacrifices his/her beliefs and allows the other party to win. Actual problem is usually not solved in this win-lose situation. Accommodating is another term that may be used for this straategy .

22. TECHNIQUES / SKILLS FOR MANAGING CONFLICT . 3. COMPETITION (Win/Lose) = Only one party wins, the competing party seeks to win what it wants at any cost. The competing approach is used when one party pursues what it want at the expense of the others.

23. TECHNIQUES / SKILLS FOR MANAGING CONFLICT . 4. COMPROMISE / COMPROMISING (Win some/Lose Some) = Winning , while losing a little is ok. Here each party gives up something it wants. Compromising not to result in a lose – lose situation , both parties must be willing to give up something of equal value. Compromising definitely becomes a win-win when both parties perceive they have won more than the other person.

24. TECHNIQUES / SKILLS FOR MANAGING CONFLICT . 5. COLLAABORATION / COLLAABORATING ( Win/Win) Collaboration is an assertive and co-operative means of conflict resolution that result in a win-win situation. All parties accept mutual responsibility. Eg : - A Nurse who is unhappy that he/she did not receive requested days off might meet with his/her supervisor and jointly establish the supraordinate goal that staffing will be adequate to meet clients safety criteria. If the new goal is truly a jointly set goal, each party will perceive that an important goal has been achieved and that supraordinate goal is most important. In doing so, the focus remains on problem solving and not on defeating the other party .

25. USEFUL STRATEGIES FOR NURSE ADMINISTERS/ ROLE OF NURSE ADMINITRATORS

26. ROLE OF NURSE ADMINITRATORS CONFRONTATION SOOTHING ONE PARTY

27. ROLE OF NURSE ADMINITRATORS THIRD PARTY CONSULTATION RESPONSIBILITY CHARTING

28. ROLE OF NURSE ADMINITRATORS BEHAVIOR CHANGE = This is reserved for serious cases of dysfunctional conflict. Training , educational modes are used to solve conflict by developing self awareness and behavior change in the involved parties .

29. ROLE OF NURSE ADMINITRATORS STRUCTURE CHANGE = Sometimes managers need to intervene in unit conflict by transferring the involved people. Other structure change may be moving a department under another manager .

30. THANK YOU VERY MUCH