Conflict Management For Health Mangers Instructor Name

Learning Objectives Identify common causes of conflict Recognize conflicting priorities and personalities within a work team or between a manger and employee Use productive strategies to resolve conflict Describe ways to prevent conflict

Session Overview Define causes of conflict Discuss methods of resolving conflict Practice conflict resolution Discuss ways to prevent conflict

Understanding Conflict Expression of disagreement over something important Competing interests or ideas Arises for many different reasons

Is conflict bad?

Productive Focuses on concepts & ideas Supports the expression of differing opinions Unproductive Focuses on trivial issues Frequent, repetitive, unresolved arguments Leaves people angrier and more frustrated

Common Causes of Conflict Unproductive Experiences Moods & Personal Issues Interests Management and Institutional Factors Information/ Communica- tion Values

The Cause Can Help Identify the Solution Disagreement Emotional charge Resolution 8 Common Techniques

Defuse by Agreement Find something to agree about- if your team member is already angry and blaming you Acknowledge different points of view to help move the situation forward  There is always truth in what your team member says  Finding the truth in the other’s point of view will make it difficult for the other person to maintain anger

Empathy Thought empathy: Show that you understand what the other person is trying to say Feeling empathy: Acknowledge how the other person probably feels CAUTION Say “I know how you feel” only when you really do

Explore with Questions Ask gentle questions Show interest in understanding the other person Focus on the other person’s:  Thoughts  Feelings

Use “I” Statements Focus on your reaction Use phrases beginning with “I”  I think…  I feel…  I want… Avoid “you” statements

Show Respect Find positive things to say about your team member or employee Name specific things that you respect about your team member  Thoughts  Feelings  Opinions  Contributions

Use Alignment Acknowledge the contribution of the differing opinion Clearly state what you and the others in the conflict have in common

Use Reflective Listening Ensure you understand what your team member is trying to communicate State what you heard to ensure that you and your team member are on the same page Seek to understand your team member before you seek to be understood

Use Degrees of Agreement Goal: Partial agreement on an aspect of the problem without complete agreement among the team members  Moves the situation forward even if the entire team is not in agreement Caution: Focusing on achieving 100% agreement can get the team “stuck” in the conflict

Focus on “Interests” for Resolution Key - consider the team members’ differing and similar underlying interests All members will share some basic interests  Establish “common ground” Focus on complementary or compatible solutions Focus on the future, not the past

Take a breath and follow the steps 1. Acknowledge the problem 2. State the problem 3. Confirm understanding 4. Seek their perception 5. Summarize 6. Brainstorm agreements 7. Commit 8. Express remorse

What Prevents Unproductive Conflict? Rules governing individual and group behavior Rapid intervention by team (and manager if necessary)

Summary Practice the eight techniques for reducing the emotional charge Focus on team members’ interests to resolve the conflict Use communication skills and early intervention to prevent unproductive conflict in the first place  Develop a communication plan  Clearly define expectations