Supervision and Conflict Resolution

Transcription

1 Supervision and Conflict Resolution Shelley Victor, Ed.D., CCC SLP Nova Southeastern University Ft. Lauderdale, Fl ASHA, New Orleans, November 2009

2 To bring the topic to a level of awareness

3 How do you view conflict?

4 Conflict is an incompatibility Between Values Needs Goals Interests Actions

5 Antecedents to conflict Personality Need for dominance power struggle Social desirability Situational factors Misunderstanding Values Status difference

6 Benefits of conflict Acts as a positive force Causes adaptation Provides feedback Helps with decisionmaking Improves physical and emotional health

7 Conflict Instruments Thomas Kilmann Conflict Mode Instrument Organizational Conflict Inventory Organizational Communication Conflict Instrument

8 Conflict Management Styles Competing (domination) I win, you lose Collaborating (integration) We both win Sharing (compromise) We both lose, we both win Avoiding (neglect) We both lose Accommodating (appeasing) I lose, you win

9 Strategies which lead to unsatisfactory conflict outcomes Submission Ignoring problem Acquiescing

10 Unresolved Conflict Leads to Unhealthy work environment Power games Distraction

11 Taking conflict personally TCP moves conflict away from the original issue Those with strong negative feelings about conflict are most stressed and feel most persecuted prefer a non confrontation style Supervisor may be viewed as having a more forceful style rather than compromising

12 Changing conflict style If you know your goal, you can change your conflict style

13 Conflict communication tactics Denial Topic management shift topic Evasive remarks Friendly joking Analytical Confrontational Conciliatory

14 Effective communication Active listening Understand concerns of the speaker Perspective taking What is the other s point of view? Reframing Move conflict from adversarial to collaborative Brainstorming Developing as many solutions as possible

15 Achieving a higher level of trust and mutual respect

16 The hallmark of successful supervision is the resolution of conflict that occurs naturally because of the power imbalance between supervisor and supervisee (Mueller and Kell as cited in Nelson & Friedlander, 2001)

17 Supervisor and Supervisee Complex interpersonal relationship Power differential Evaluative nature of relationship Dual relationship Anxiety factors

18 Sources of conflict Disagreements Expectations Grades Client intervention Supervision by more than one supervisor Differences in Culture Learning style

19 Inappropriate use of supervisor power Assign inappropriate tasks Ignore student feedback Engage in dual relationship Provide negative comments

20 How does diminished power affect conflict? Less powerful individual may engage in submissive behavior

21 Moskowitz and Rupert (1983) surveyed 158 clinical psychology graduate students 38% who were supervised reported a major conflict with the supervisor Sources of conflict were: Theoretical orientation Style of supervision Personality

22 Skills of highly competent supervisors identified by peers Were open to conflict Willing to state when they made a mistake

23 Strategies Modeled openness to conflict Self coached through conflict Sought out colleagues Discuss power issues early on Empathize with supervisee Willing to learn from mistakes Be explicit about expectations

24 Spickerman and Brown (1991) found after 2 hours of conflict resolution class, nursing students changed their conflict style from 1) compromise, 2 avoidance, 3) accommodation To 1)compromise 2) collaboration 3) avoidance

25 McCready et al. (1996) investigated conflict tactics of supervisors after reading a conflict scenario Collaborative, then avoidance were most common responses Competitive responses were least likely to be used

26 Strategies Shift from eliminating or preventing conflict to managing conflict Provide a supportive environment develop trust Create a contract Supervisor should monitor him/herself Use of metacommunication Know that not every situation is a battle

27 Provides supervisee with life long skills on managing conflict within the work setting

28 Unresolved conflict If supervisory relationship needs to end then the following should be accomplished Review supervisee s progress Determine further needs for supervision Promote generalization from supervision Bring closure to this issue

29 What are yours? Conflict stories

30 References American Speech Language Hearing Association. (2008). Knowledge and Skills Needed by Speech Language Pathologists Providing Clinical Supervision [Knowledge and Skills]. Available from Cupach, W. R., & Canary, D. J. (1997). Competence in interpersonal conflict. New York, NY: McGraw Hill. Dallinger, J. M., & Hample, D. (1995). Personalizing and managing conflict. The International Journal of Conflict Management, 6(3), Korinek, A. W., & Kimball, T. G. (2003). Managing and resolving conflict in the supervisory system. Contemporary Family Therapy, 25(3), McCready, V., Roberts, J. E., Bengala, D., Harris, H., Kingsley, G., & Krikorian, C. (1996). A comparison of conflict tactics in the supervisory process. Journal of Speech and Hearing Research, 39, Moskowitz, S.A., & Rupert, P. A. (1983). Conflict resolution within the supervisory relationship. Professional Psychology: Research and Practice 14(5), Nelson, M. L., Barnes, K. L., Evans, A. L., & Triggiano, P. J. (2008). Working with conflict in clinical supervision: Wise supervisors perspectives. Journal of Counseling Psychology, 55(2),

31 References Nelson, M. L., & Friedlander, M. L. (2001). A close look at conflictual supervisory relationships: The trainee s perspective. Journal of Counseling Psychology, 48(4), Putnam, L. L., & Wilson, C. E. (1982). Communicative strategies in organizational conflicts: Reliability and validity of a measurement scale. In M. Burgoon (Ed.), Communication Yearbook 6 (pp ). Beverly Hills, CA: Sage Rahim, M. A. Rahim Organizational Conflict Inventory II (ROCI II). Palo Alto, CA: CPP/Consulting Psychologists Press Spickerman, S., & Brown, S. T. (1991). Student conflict management: Before and after instruction. Nurse Educator, 16(6), 6, 11. Thomas, K. W., & Kilmann, R. H. Thomas Kilmann Conflict Mode Instrument (TKI). Mountain View, CA: CPP. Wall, J. A., & Callister, R. R. (1995). Conflict and its management. Journal of Management, 21(3),