Conflict. Conflict Ellis: Chapter 9- pages

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1 Conflict Ellis: Chapter 9- pages Principles of Nursing Administration NUR 462 May Conflict Defined as the internal or external discord that occurs as a result of differences in ideas, values or beliefs of two or more people. 2 1

2 Conflict Is a process that begins when one party perceives that another party has negatively affected, or is about to negatively affect, something that the first party cares about. Is that point in an ongoing activity when an interaction crosses over to become an interparty conflict. Is a consequence of real or perceived differences in mutually exclusive goals, values, ideas, attitudes, beliefs, feelings, or actions Encompasses a wide range of conflicts that people experience in organizations Incompatibility of goals Differences over interpretations of facts Disagreements based on behavioral expectations 3 Conflict, Negotiation, and Mediation Conflict resolution can occur through negotiation and mediation Negotiation: Communication between two or more parties to determine desired future behavior Frequently resembles compromise when used as a conflict negotiation strategy Emphasis is on accommodating differences between the parties Each party must consider trade-offs and their bottom line to negotiate successfully Mediation: A negotiation moderated by a neutral party to resolve a conflict and address related concerns in ways that meet the parties interests Diplomatic intervention to settle disputes between people The mediator is a neutral third party who facilitates a negotiated solution by using reasoning, persuasion, and suggestions for alternatives. 4 2

3 Types of Conflict Task Conflict Conflicts over content and goals of the work. Relationship Conflict Conflict based on interpersonal relationships. Process Conflict Conflict over how work gets done. 5 Categories of Conflict Intrapersonal conflict: within one individual Actual or perceived pressures from incompatible goals or expectations. The need to choose between two mutually exclusive alternatives Interpersonal conflict: between two or more individuals Because of differing values, goals, actions, or perceptions Intragroup conflict: within one group Intergroup conflict: Between two or more groups 6 3

4 Categories of Conflict Organizational conflict: conflict that occurs between two or more people in an organizational setting Because of differing perceptions or goals Organizational structure: Originate in the structure and function of the organization Style of management, rules, policies, procedures Role ambiguity: when employees do not know what to do, how to do it, and what the outcomes must be Occurs with ambiguous policies and rules 7 Categories of Conflict Organizational conflict: conflict that occurs between two or more people in an organizational setting Role conflict: When two or more individuals in different positions in the organization believe that certain actions or responsibilities belong exclusively to them When a person in an organization assumes more than one position and thus has multiple responsibilities: a source of stress and burnout Scarcity of resources: Conflict of interest Priorities and allocation of resources Monetary, employees, space, and any elements important to operations 8 4

5 Conflict Situations and Nursing Have you ever found yourself in a conflict situation? Between members of the health care team With the patient s family Between nurses Values and beliefs 9 Transitions in Conflict Thought Traditional View of Conflict Conflict was viewed as negative The belief that all conflict is harmful and must be avoided. Disruptive and destructive force within the organization Causes: Poor Poor communication Lack Lack of of openness Failure to to respond to to employee needs 10 5

6 Transitions in Conflict Thought (cont d) Human Relations View of Conflict The belief that conflict is a natural and inevitable outcome in any group. Can be reduced or used to work positively for the organization Interactionist View of Conflict Viewed conflict as a creative force The belief that conflict is not only a positive force in a group but that it is absolutely necessary for a group to perform effectively. 11 Present Day Views of Conflict Conflict is inevitable If recognized and properly managed, conflict is capable of contributing positively to the operation of an organization Conflict can be detrimental, if not properly managed Different terms are used to describe conflict Conflict as functional or dysfunctional Conflict as beneficial or destructive Conflict as constructive or destructive 12 6

7 Functional Conflict Functional (Constructive or Beneficial) Conflict Conflict that supports the goals of the group and improves its performance. Results in positive benefits to individuals, the group, or the organization. Likely effects. Surfaces important problems so they can be addressed. Causes careful consideration of decisions. Causes reconsideration of decisions. Increases information available for decision making. Provides opportunities for creativity. 13 Dysfunctional Conflict Dysfunctional (Destructive) Conflict Conflict that hinders group performance. Works to the disadvantage of individuals, the group, or the organization. Likely effects: Diverts energies. Harms group cohesion. Promotes interpersonal hostilities. Creates overall negative environment for workers. 14 7

8 Positive Aspects of Conflict Conflict Is a Natural, Inevitable Condition in Organizations and Is Often a Prerequisite to Change in People and Organizations Conflict Can Be Beneficial to Organizations Provides heightened sensitivity to issues Helps individuals understand one another's jobs and responsibilities Opens new channels of communication by defining and examining a problem Unifies people, strengthens group identity, and sense of togetherness Increases creativity Energizes people Recognizes legitimate differences Results in more equitable distribution of resources and power 15 Conflict Resolution Conflict resolution: is a situation in which the underlying reasons for a given destructive conflict are eliminated. Effective resolution begins with a diagnosis of the stage to which conflict has developed and recognition of the cause(s) of the conflict. Stages: Conflict antecedents Latent conflict Perceived conflict Felt conflict Manifest conflict Conflict aftermath 16 8

9 Stages of Conflict Resolution Conflict antecedents (set the conditions for conflict) Incompatible goals Role conflicts Structural conflicts Competitions for resources Values and beliefs Latent conflict: At least one party acknowledges the problem (the other party denies or does not notice that a problem exists). 17 Stages of Conflict Resolution Perceived conflict: Awareness by one or more parties of the existence of conditions that create opportunities for conflict to arise. Felt conflict: Emotional involvement in a conflict creating anxiety, tenseness, frustration, or hostility. Tension creates motivation to act Manifest conflict: Conflict resolution or suppression. Conflict aftermath (outcomes): 18 9

10 Outcomes of Conflict Conflict resolution strategies using Filley s outcomes: Win-Lose Outcomes: One part achieves its desires at the expense and to the exclusion of the other party s desires. Competition and authoritative command (forcing) are forms of win-lose conflict. Lose-Lose Outcomes: Occurs when nobody gets what he or she wants. Avoiding, withdrawing, accommodation or smoothing, compromising Win-Win Outcomes: Both parties achieve their desires. Consensus, integrative decision making, collaboration or problem solving are forms of win-win conflict. 19 Functional Outcomes from Conflict Increased group performance Improved quality of decisions Stimulation of creativity and innovation Encouragement of interest and curiosity Provision of a medium for problem-solving Creation of an environment for self-evaluation and change 20 10

11 Dysfunctional Outcomes from Conflict Development of discontent Reduced group effectiveness Reduced group cohesiveness Ineffective communication Disputes among group members overcomes group goals 21 Conflict Management Approaches Direct conflict management approaches are based on the relative emphasis that a person places on assertiveness and cooperativeness. Assertiveness. Attempting to satisfy one s own concerns. Unassertive versus assertive. Cooperativeness. Attempting to satisfy the other party s concern. Uncooperative versus cooperative

12 Conflict Behavior 23 Personal Styles for Dealing with Conflict It also depends on personal styles and behavioral predispositions for handling and resolving conflict: Avoiding or withdrawing Accommodating or smoothing Compromising Forcing the issue or competing Problem solving or collaborating 24 12

13 Conflict management Avoiding or withdrawing Occurs when the individual involved chooses not to address the issue at hand Denying conflict; if the conflict is not acknowledged it doesn t exist or will go away Downplaying disagreement. Failing to participate in the situation and/or staying neutral at all costs. Unassertive and uncooperative. 25 Avoid or withdraw: When an issue is trivial, or more pressing issues When you perceive no chance of satisfying your concerns. When potential disruption outweighs benefits of resolution. To let people cool down and regain perspective. When gathering information supersedes immediate decision. When others can resolve the conflict effectively When issues seem tangential or symptomatic of other issues 26 13

14 Conflict management Accommodating or smoothing: Trying to eliminate anger and expressions of difference without addressing the issue itself To reduce the emotional component of the conflict One party sacrifices his/her beliefs and wants to allow the other party to win Giving into the wishes of others Maintains superficial harmony Usually one has more power over the other Unassertive and cooperative 27 Accommodate: When you find you re wrong and to allow a better position to be heard. To learn, and to show your reasonableness. When issues are more important to others than to yourself and to satisfy others and maintain cooperation. To build social credits for later issues. To minimize loss when outmatched and losing. When harmony and stability are especially important. To allow employees to develop by learning from mistakes

15 Conflict management Compromise Moderate assertiveness and moderate cooperativeness. Working toward partial satisfaction of everyone s concerns. Each party gives up something it wants Seeking acceptable rather than optimal solutions so that no one totally wins or loses. 29 Compromise: When goals are important but not worth the effort of potential disruption of more assertive approaches. When opponents with equal power are committed to mutually exclusive goals. To achieve temporary settlements to complex issues. To arrive at expedient solutions under time pressure. As a backup when collaboration or competition is unsuccessful

16 Conflict management Competition and authoritative command Working against the wishes of the other party. One party pursues what it wants regardless of the cost to others Fighting to dominate in win-lose competition. Forcing things to a favorable conclusion through the exercise of authority. Assertive and uncooperative. 31 Compete: When quick, decisive action is vital (in emergencies); on important issues. Where unpopular actions need implementing (in cost cutting, enforcing unpopular rules, discipline). On issues vital to the organization s welfare. When you know you re right. Against people who take advantage of noncompetitive behavior

17 Conflict management Collaboration and problem solving. Seeking the satisfaction of everyone s concerns by working through differences. Finding and solving problems so everyone gains as a result. All parties set aside their original goals and work together to establish a supraordinate or common priority goal. Win-win solution Assertive and cooperative. 33 Collaborate: To find an integrative solution when both sets of concerns are too important to be compromised. When your objective is to learn. To merge insights from people with different perspectives. To gain commitment by incorporating concerns into a consensus. To work through feelings that have interfered with a relationship

18 Helpful Tips in Conflict Resolution Focus on the causes of the disagreement and not on personalities Try to arrive at solutions acceptable to everyone concerned. Get all the information possible. Differentiate between facts and opinions. Listen carefully and don t prejudge. Don t belabor how the conflict occurred. Instead, concentrate on what should be done to keep it from recurring. Concentrate on understanding and not on agreement. 35 Conflict is inevitable in any organization, but if successfully managed, it can produce high quality, creative solutions that lead to motivation and progress. The goal then should be to create a work environment that uses conflict constructively as a conduit for growth, innovation, and productivity 36 18

19 Negotiation Negotiating conflict requires careful planning and good use of communication skills Listen carefully Address one issue at a time Have a clear view of each position and viewpoint Ask questions and clarify as needed Pause and summarize Obtain adequate information Watch nonverbal clues 37 Successful Negotiators Clarify the common purpose Keep the discussion relevant Get agreement on terminology Avoid abstract principles; use facts Look for potential tradeoffs Listen actively Avoid debating tactics; use persuasion Keep in mind the personal element Use logic logically Look for solutions that satisfy real interests 38 19