Conflict Management b What is Conflict? b Sources of conflict b Dealing with conflict b Is conflict good or bad?

What is Conflict?

Levels of conflict b Intrapersonal b Interpersonal IntragroupIntragroup IntergroupIntergroup

Sources of conflict b Strategic changes or structural changes b Interdepartmental coordination b Resource allocation/budgeting b Power and status differences b Personality clashes

Dealing with conflict b The Dual Concern Model A two dimensional model of conflict management techniquesA two dimensional model of conflict management techniques Five conflict management strategies: competing (pressing), avoidance, accommodating, compromising and collaborating.Five conflict management strategies: competing (pressing), avoidance, accommodating, compromising and collaborating. Negotiating: both compromise and collaborating.Negotiating: both compromise and collaborating.

Is conflict good or bad?

Organizational Power and Politics b Power and Politics: Good or Bad? b Model of Political Behavior b Sources of Power b Tactics for increasing power

Politics in HCOs b HCOs have multiple and often conflicting goals: high quality, access to care, and financial viability. b Workforce specialization further complicates matters.

Power and Politics: Good or Bad? b Power Ability of one person or department in an organization to influence other people to bring about desired outcomes.Ability of one person or department in an organization to influence other people to bring about desired outcomes. b Organizational politics Activities to acquire, develop, and use power and other resources to obtain one’s preferred outcomes when there is uncertainty or disagreement about choices.Activities to acquire, develop, and use power and other resources to obtain one’s preferred outcomes when there is uncertainty or disagreement about choices. Power in action.Power in action.

Model of Political Behavior b Uncertainty and disagreement -> Conflict - > Political behavior -> Consensus or conflict resolution. b Politics is the means to resolve conflict, or achieve consensus. Conflict resolution is important to achieve organizational goals. b It can be self-serving or a natural process for resolving differences among organization interest groups. b Managers must learn to balance the forces of power and politics (a power broker).

Political behavior b Results from situations of uncertainty or disagreement Strategic and structural change.Strategic and structural change. Interdepartmental coordination.Interdepartmental coordination. Resource allocation- budgeting.Resource allocation- budgeting.

Sources of Power b Formal authority system Organization hierarchy (vertical power).Organization hierarchy (vertical power). –Legitimate power (based on the position). –Complemented with reward, coercive, and expert powers. b Dependency A function of how much others need what we control, and how many alternative sources for that there exist.A function of how much others need what we control, and how many alternative sources for that there exist. Access to resources- control of critical resource.Access to resources- control of critical resource. Access to informationAccess to information

Tactics for increasing power b Power: accrues to you as an individual or department. NetworkingNetworking Coopt key dissentersCoopt key dissenters Create dependencies.Create dependencies. Provide resources.Provide resources.