1. CONFLICT

2. CONFLICT: a part of everyday experiences.
Healthcare institutions raise the potential for conflict due to complexity, specialization of roles, and hierarchical nature.

3. CONFLICT DEFINED:
“clash or struggle that occurs when a real or perceived threat or difference exists in the desires, thoughts, attitudes, feelings, or behaviors…”
“a tension or struggle arising from mutually exclusive or opposing actions, thoughts, opinions, or feelings.”

4. INTERNAL OR EXTERNAL
POSITIVE OR NEGATIVE + -

5. POSITIVE AND NEGATIVE ASPECTS OF CONFLICT
conflict is surrounded by feelings of fear, hostility, anger, threat, or lack of trust.
POSITIVE
conflict produces change, problem solving, and growth. - +

6. CONSTRUCTIVE OR DESTRUCTIVE CONFLICT
issue is kept focused so direct action can be taken
compromise can be an outcome
DESTRUCTIVE
issue is broad, begins to escalate, threats, coercion or competition are employed
frustration and dissatisfaction are the outcomes

7. TYPES OF CONFLICT INTRAPERSONAL tension or stress within…
often over competing roles
INTERPERSONAL
between 2 or more people, e.g. nurses
disagreement, values or styles don’t match
miscommunication
INTERGROUP
arises between groups over issues/goals/solutions

8. COMPETITIVE OR DISRUPTIVE?
feelings, actions focus on the positive
Disruptive
feelings, actions focus on the negative

9. PROCESS OF CONFLICT Antecedent conditions (latent)
Perceived conflict (cognition)
Felt conflict (affect)
Manifest conflict (behavior)
Conflict aftermath (conditions)

10. EMOTIONAL CYCLE OF CONFLICT
frustration
conceptualization
behavior
interaction
outcome

11. Behavioral predisposition of individuals Social pressure
FACTORS THAT INFLUENCE HOW CONFLICT IS HANDLED IN ORGANIZATIONAL CONFLICT
Behavioral predisposition of individuals
Social pressure
Organization’s incentive structure
Rules and procedures
DIFFERENT LEVELS OF POWER DUE TO THE
BUREAUCRATIC HIERARCHY

12. ORGANIZATIONAL LEADERSHIP SETS TONE FOR CONFLICT AND CONFLICT MANAGEMENT
Leaders and managers model behaviors of positive or negative conflict management and choose when and how to intervene in conflict situations

13. CONFLICT THAT IS NOT HANDLED PRODUCTIVELY WILL BE DISRUPTIVE/DESTRUCTIVE

14. ROLE STRESS, ROLE OVERLOAD, AND ROLE AMBIGUITY

15. CONFLICT MANAGEMENT ANALYSIS
Identify boundaries, areas of agreement and disagreement
Understand factors that limit possibilities of constructive management
Be aware of whether more than one issue is involved
Be open to ideas, feelings and attitudes
Be willing to accept outside help to mediate

16. Group work meetings Open discussions
IMPORTANT TO TAKE ACTION QUICKLY SO THAT BAD FEELINGS WILL NOT LINGER AND GROW
Group work meetings
Open discussions

17. POSTURES FOR CONFLICT MANAGEMENT
Defensive mode
Compromise mode
Creative problem solving mode

18. Defensive Mode Separate contending parties e.g. different shifts
Suppress the conflict
decide NOT to talk about differences
Isolate the conflict
agree to disagree and move on
Smooth it over
finesse!
Avoid conflict
diminish destructive effects/change subject

19. Compromise Mode Each party wins something and loses something
“Go halfway”/”Split the difference”
Willing to give/willing to settle

20. Creative Problem Solving Mode
Initiate discussion, timed sensitively, private, conducive environment
Respect individual differences
Empathic with all parties
Asservie dialogue separating facts from feelings, defining central issue, differentiating viewpoints, framing the main issue
Agree on solution that balances power -consensus

21. MAJOR FOCUS OF CONFLICT RESOLUTION TECHNIQUES
Communication
Assertive dialogue
Coming from a point of empathy

22. Conflict Resolution Techniques
Competing
Compromising
Confronting
Collaborating
Bargaining/ Negotiating
Problem-solving
Avoiding
Witholding or withdrawing
Smoothing over/reassuring
Accommodating
Forcing

23. CONFLICT RESOLUTION OUTCOMES
Win-Lose
one party exerts dominance
Lose-Lose
neither side wins
Win-Win
attempt to meet the needs of both parties simultaneously

24. Collaborative, Interdisciplinary Teams: Most effective strategy for managing conflict to achieve long-range goals