CONFLICT MANAGEMENT#NURSING MANAGEMENT

NURSING MANAGEMENT

1. PRESENTED BY, Ms. Gautami S. Tirpude S.Y.MSc Nursing, B.V.C.O.N,Pune . SEMINAR ON CONFLICT MANAGEMENT

2. AIM At the end of the seminar the group will be able to gain indepth knowledge regarding conflict management.

3. SPECIFIC OBJECTIVES At the end of the seminar the group will be able to: Define Conflict. Explain level and types of conflict. List down causes of conflict. Enlist positive & negative effects of conflict Describe conflict process.

4. CONTD…. Explain Conflict management . Discuss the recent researches related to conflict management.

5. INTRODUCTION Conflict is generally defined as the internal or external discord that results from differences in ideas, values, or feeling between two or more people. Organisation conflict often result when there is disagreement between two or more individuals in an organization.

6. Concept.... * Conflict can be defined in many ways and can be considered as an expression of hostility , negative attitudes , aggression , rivalry and misunderstanding . * Conflict may emerge between different organisations or within organisations , or between organisations and their social and political environments .

7. DEFINITION OF CONFLICT -According to Joe Kelly , “ Conflict is defined as opposition or dispute between persons, groups or ideas ”. -According to Follett, “ Conflict is the appearance of difference , difference of opinions, of interests ” . -A conflict is serious disagreement or argument between two or more persons.

8. GENERAL CAUSES OF CONFLICTS Scarcity of resources (finance, equipment, facilities, etc) Different attitudes, values or perceptions. Disagreements about needs, goals, priorities and interests Poor communication Poor or inadequate organizational structure Lack of teamwork Lack of clarity in roles and responsibilities

9. Levels of Conflict Individual Level Conflict Group Level Conflict Organizational level Conflict Intra Individual Conflict Inter Individual Conflict Inter Group Conflict Intra Group Conflict Inter Organisational Conflict Intra Organisational Conflict

10. TYPES OF CONFLICTS Intrapersonal conflict: an intrapersonal conflict occurs within an individual in situations in which he or she must choose between two alternatives .

11. EXAMPLE A father or mother tries to make a decision whether he/ she is to stay with the family or take a job in another place or country to get a better life for the family.

12. TYPES OF CONFLICTS (cont..,) Interpersonal conflict: is conflict between two or more individuals.. The person experiencing this conflict may experience opposition in upward, downward, horizontal, or diagonal communication

13. Organizational conflicts: conflict also occurs in organization because of differing perceptions or goals. It may be intrapersonal or interpersonal, but they originate in the structure and function of the organization. Role ambiguity occurs when employees do not know what to do, how to do it, or what the outcomes must be Role conflict A situation in which a person is expected to play two incompatible roles.

14. Intergroup conflict

15. Analysing Interpersonal conflicts Johari window is a technique that helps people better understand their relationship with themselves and others. (Joseph Luft and Harry Ingham)

16. Johari window four regions OPEN AREA: The information about the person his attitudes, behaviour , emotions, feelings ,skills , and views will be known by the person as well as by others.

17. 2 . BLIND SELF/BLIND SPOT: Information about yourselves that others know in a group but you will be unaware of it. Others may interpret yourselves differently than you expect. The blind spot is reduced for an efficient communication through seeking feedback from others.

18. 3. Hidden area Information that is known to you but will be kept unknown from others. This can be any personal information which you feel reluctant to reveal. This include feelings, past experiences, fears, secrets etc. We keep some of our feelings & information as private as it affects the relationships.

19. 4. UNKNOWN AREA The information which are unaware to yourselves as well as others. This includes the information, feelings, capabilities, talents etc. The person will be unaware till he discovers his hidden qualities & capabilities or through observation of others.

20. ORGANIZATIONAL CONFLICT PROCESS Pondy’s Model (1967) of conflict development. called an t ece d ent Latent conf l ict (also conditions). Perceived conflict Felt conflict Manifest conflict Conflict resolution or conflict management Conflict aftermath .

21. STAGE 1:LATENT CONFLICT. There are five sources or conditions that provide potentials for conflict: interdependence, difference in goals and priorities ,bureaucratic factors ,incompatible performance, performance criteria , competition for scarce resources.

22. STAGE 2:PERCIEVED CONFLICT. One or more unit of the parties become aware of conflict and begin to analyse it. when a unit percieves its goals to be obstructed. STAGE 3:FELT CONFLICT. In this stage, cooperation between units decreases and small problems escalates into huge conflict. Thus organisational effectiveness declines.

23. MANIFEST CONFLICT: Units try to get back at each other . There is fighting and open aggression as well as passive aggression. STAGE 5:CONFLICT AFTERMATH. Conflict is resolved in some way . If sources of conflict are not resolved , the dispute will arise again . If resolved before the manifest stage , conflict will result in positive math.

24. EFFECTS OF CONFLICT -Conflict has both Positive and Negative effect. -It can be positive when it encourages creativity, new looks at old, the clarification of points of view, and the development of human capabilities to handle interpersonal differences. -Conflict can be negative when it creates resistance to change, establishes turmoil in organisation or interpersonal relations fosters distrust, builds a feeling of defeat, or widens the chasm of misunderstanding. ect .

25. Positive Effects of Conflict Acts as Motivating Factor : Motivate individuals to do better and to work harder. One’s talents and abilities come to the forefront in a conflict situation. Acts as Need Satisfier : Satisfy certain psychological needs like dominance, aggression, esteem and ego and thereby provide an opportunity for the constructive use and release of aggressive urges.

26. CONT… Introducing Variety: Add variety to one’s organisational life, otherwise work life would be dull and boring. Create Understanding: Facilitate an understanding of the problem, people and interrelationships between people, better coordination among individuals and departments, in addition to strengthening intra- group relationships, etc.

27. Negative Effects of Conflict Drop in Productivity : Allowing a conflict to continue means that employee attention becomes more focused on the conflict and not on productivity. Lack of Direction: Conflict can sometimes arise when management is unable to communicate the direction of the company to employees. Conflict will erupt as employee are allowed to interpret changes within the company in their own way.

28. CONT… Lack of New Ideas: Groups in conflict tend not to collaborate on new ideas. When conflict goes unresolved it can be difficult to create new ideas, the company needs to solve problems it is facing. Affects Quality of Work: If conflict is allowed to go on long enough, the parties involved may begin to show more interest in the conflict than in doing their jobs properly. Product quality can suffer and in some cases the safety of the employees can be jeopardy as well.

29. EFFECTS OF CONFLICT IN ORGANIZATION

30. SIGNS OF CO N FLICT BETWEEN INDIVIDUALS Colleagues not speaking to each other or ignoring each other Deliberately undermining or not co-operating with each other, to the downfall of the team

31. CONFLICT MANAGEMENT Identify the boundaries of the conflict, the areas of agreement and disagreement, and the extent of each person's aims. Understand the factors that limit the possibilities of managing the conflict constructively. Be aware of whether more than one issue is involved. Be open to the ideas, feelings, and attitudes expressed by the people involved. Be willing to accept outside help to mediate the conflict.

32. CONFLICT-MANAGEMENT STRATEGIES It i s i m port a nt t o t a ke act i on as soon as a co n fli c t surfaces so that bad feelings will not linger and grow. Three ove r -all f ramewo r ks f or c o nfl i ct manageme n t are o Defensive o Com p romise o Creative problem-solving modes .

33. DEFENSIVE MODE The defensive mode produces feelings of winning in some and loss in others. The following ways to defensively solve a problem. Separate the contending parties. Suppress the conflict. Restrict or isolate the conflict Smooth it over or finesse it through an organizational change. Avoid the conflict to diminish the destructive effects. CONFLICT-MANAGEMENT STRATEGIES

34. CONFLICT-MANAGEMENT STRATEGIES COMPROMISE. With a compromise each party wins something and loses something.." CREATIVE PROBLEM SOLVING . Use of a creative problem-solving mode produces feelings of gain and no feelings of loss for all conflict participants.

35. CONFLICT-MANAGEMENT STRATEGIES (cont..) As part of the creative problem-solving process, the following five steps for conflict management can be identified: Initiate a discussion, timed sensitively and held in an environment conducive to private discussion. Respect individual differences. Be empathic with all involved parties. Agree on a solution that balances the power and satisfies all parties, so that a consensus on a win-win solution is reached

36. CONFLICT-MANAGEMENT STRATEGIES (cont..) Have an assertive dialogue that consists of separating facts from feelings, clearly defining the central issue, differentiating viewpoints, making sure that each person clearly states their intentions, framing the main issue based on common principles, and being an attentive listener consciously focused on what the other person is saying.

37. CONFLICT-RESOLUTION STRATEGIES Avoiding : This is the strategy of avoiding conflict at all costs. Some people never acknowledge that a conflict exists. Withholding or withdrawing : In this avoidance strategy, one party opts out of participation. They remove themselves from the situation. This does not resolve the conflict. However, this strategy does give individuals a chance to calm

38. CONFLICT-RESOLUTION STRATEGIES (cont…) Accommodating : Accomodation involves giving in to the other’s wishes or smoothing the choppy waves of conflict. Accomodation sacrifices one’s own goals for the sake of the other person. Accomodators often use phrases like:”Whatever you want is fine with me”.

39. CONFLICT-RESOLUTION STRATEGIES (cont…) Smoothing over or reassuring : This is the strategy of saying "Everything will be OK." By maintaining surface harmony, parties do not withdraw but simply attempt to make everyone feel good.

40. CONFLICT-RESOLUTION STRATEGIES (cont…) Competing : This is an assertive strategy where one party's needs are satisfied at the other's expense. Competing is an all-out effort to win at any cost. Applying for a job is a form of competition. Compromising: This strategy is called "splitting the difference." In compromising each party gives up something it wants. It is useful when goals or values are markedly different. It is a staple of conflict management.

41. CONFLICT-RESOLUTION STRATEGIES (cont…) Confronting: This technique is called assertive problem solving and is focused on the issues. Individuals speak for themselves, but in a way that decreases defensiveness and allows another person to hear the message. It is a staple of conflict management but requires courage

42. Collaboratin g : This i s a n assertive and cooperative means of conflict resolution that results in a win-win solution. It is a strategy in which the parties work together to find a mutually satisfying solution. It is invoked with the phrase "Two heads are better than one." True collaboration requires mutual respect; open and honest communication; and equitable, shared decision-making powers. CONFLICT-RESOLUTION STRATEGIES (cont…)

43. CONFLICT-RESOLUTION STRATEGIES (cont…) Bargaining and negotiating : This is the process where mandated representatives of groups in a conflict situation meet together in order to resolve their differences & to reach agreement. Problem solving : This strategy's goal is to try to find an acceptable, workable solution for all parties. It is designed to generate feelings of gain by all parties. The problem-solving process is employed to reach a mutually agreeable solution to the conflict.

44. HOW TO PREVENT CONFLICTS IN MEDICAL PROFESSIONALS Frequent meeting of your team Allow your team to express openly Sharing objectives Having a clear and detailed job description Distributing task fairly Never criticize team members publicly Always be fair and just with your team Being a role model

45. ABSTRACT :-This study aimed to understand the main conflicts experienced by nurses-leaders in the hospital environment, as well as the strategies adopted to face them. The study reflects a qualitative descriptive type approach, which was used in the case study as research strategy. The study included 25 nurses who worked in three hospitals in the city of Florianopolis, Santa Catarina . RESEARCHES

46. Information where obtained in the months of May to December of 2010 through semi-structured interviews, non-participant observation and dialogical workshops. Data were analyzed using the Thematic Analysis. The results demonstrated the predominant of interpersonal conflicts involving the multidisciplinary team, nurses and the nursing staff . Adopting a participatory leadership, based on dialogue emerges as a strategy for coping with conflicts in the hospital environment.

47. BIBLIOGRAPHY

48. Joginder Vati Principles and practice of Nursing Management and Administration for Bsc and Msc Nursing Jaypee Brothers and Medical Publishers Private Limited New Delhi First Edition-2013,pageNo.287-295. Clement,”Management of nursing services and education,Elseiver publishers,first edition,page no.287-295. BT Basavanthappa Text book of Nursing Administration,Jaypee Brothers and Medical Publishers Private limited New Delhi Second Edition-2011.Page no.515-525. BOOKS

49. Rusell C.’’ Text book of Introductory Management And Leadership for Nurses,Jones and Barlett Publishers,second edition page no.569-589. Ann Marriner Tomey,Text book of Nursing Management AND leadership,Mosby publisher,Seventh edition,page no.143-166. Bessie L.Marquis,Text book of leadership role and management Functions in Nursing Theory and Application,fourth edition Lippincott Publisher,Page no.389-411. Textbook on Nursing Management,Padmashree Institute Of Nursing,M.Sc . (Nursing) II Year Batch:2009-2011.

50.     WEBSITES: https://digitalcommons.usu.edu/unf_research/45/ https://www.slideshare.net/bhaskardiwakar/conflict-management-11475906 https://www.slideshare.net/resmigs/conflict-management-45003257