CONFLICT

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

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.”

INTERNAL OR EXTERNAL POSITIVE OR NEGATIVE + -

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. - +

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

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

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

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

EMOTIONAL CYCLE OF CONFLICT frustration conceptualization behavior interaction outcome

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

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

CONFLICT THAT IS NOT HANDLED PRODUCTIVELY WILL BE DISRUPTIVE/DESTRUCTIVE

ROLE STRESS, ROLE OVERLOAD, AND ROLE AMBIGUITY

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

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

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

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

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

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

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

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

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

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