Conflict management at Hospitals

1. +
Conflict Management at
Hospitals
Hend Aljabawi

2. +
Defining Conflict
 “Interaction of independent people who perceive
opposition of goals, aims, and values, and who see the other
party as potentially interfering with the realization of these goals
(Putnam & Poole, 1987)”

3. +
Article Review
 Workplace conflicts happen everywhere and anywhere. There
isn't one work place or organization that do not come across
conflict.
 At hospitals, employee conflicts occur and no one benefits from
these conflicts especially when they are ignored. These
conflicts not only affect the staff and managers but also the
patients.

4. +
Continued
 Joseph Grenny who is co-founder of VitalSmarts, says that
every unaddressed conflict wastes about eight hours of
company time; it is an enormous drain on an organization
(Grenny, 2015).
 The article continues to explain how to understand the reasons
behind the conflicts in the workplace because it can help HR
professionals tackle the problems before hand.

5. +
Continued
 The article moves on to explain that conflict can actually be
normal and healthy. Many believe that it’s a vital ingredient to
organizational success. Studies have found that the most
effective team members are those in which member feel safe
and comfortable enough to disagree with one another.
 Within the culture of an organization, where disagreement is
allowed, or even encouraged, then it can be better for decision
making and allows diversity of thought.

6. +
 The article continues to explain how to handle conflict and
when is the right time to handle it. Also, the article mentions
why conflict is healthy and when it becomes too extreme and
outside help is needed. Then it moves onto steps to resolving
conflict.

7. +
Levels of Organizational Conflict
 In hospitals, there are more interpersonal and intergroup
conflicts than inter organizational conflict. There are mainly
conflict between two people like nurses and physicians or there
are conflict between work teams and departments.

8. +

9. +
How Conflict Can Be Considered
 When dealing with conflict within the workplace, organizations
should use one of the approaches to deal with it. For example,
in this article they use the Human Resources Approach which
refers to that conflict is viewed as a possible mean for growth
and conflict parties are encouraged to collaborate on mutually
solutions. Therefore, in the article they explain that conflict is
looked at as healthy and viewed as growth and development.
They believe that they should encourage their workers and staff
to speak their mind and disagreements.

10. +
Continued
 Human Resources Approach is a very positive approach to use
because this allows everyone to speak their mind and allow for
diverse thoughts. It will cause less conflicts and allow
individuals to grow as a person and worker.

11. +
By using the Human Resource
Approach then this can be
avoided!

12. +
Communication In The Change
Process
 In order to resolve conflict in the workplace, then
communication in the change process is needed. Using some
strategy's will help during conflicts. For example, using the
Underscore and Explore strategy is very helpful because this
deals with management focusing on issues related to change
success and allows employees the creative freedom to explore
various possibilities which is very positive and beneficial
(Miller,2016).

13. +
Continued
 Another style of strategy that can and should be used is Identify
and Reply which refers to management listens to and identifies
key factors and concerns of employees and then responds to
those issues as they are brought up. It is very important to use
this style because the key here is listening and responding
which is very important when dealing with conflicts in the
workplace.
 This article explains how they resolve their conflicts and they
are moving forwards the right way by implementing these styles
in their communication.

14. +
Communication
 Furthermore, since communication is key when dealing with
conflicts in the workplace, then the Human Resource and
Human Relations Approach are and should be used. In the
article they refer to their solutions and these approaches tend
to fit in. When dealing with conflict the management rely on all
channels but often face to face. Their communication style is
both formal and informal. Their communication direction is
usually team based, for instance, two managers and one
worker dealing with a conflict or just one on one.

15. +
Thomas- Kilmann Conflict Mode
Instrument
 This conflict grid is very helpful to see where an individual
stands and others as well. This allows an individual to see
where they stand or rated and then they can improve from
there and bring it into the workplace which can be very
beneficial.
 For example, if an individual is a compromiser then it will help
the workplace because if there's a conflict or issues then the
person will be willing to compromise and come to an
agreement.

16. +
Critique of Conflict Styles Construct
 Moving along, there are different critiques that suggest that
individuals will approach organizational conflict in regular and
predictable ways (Miller,2016 ).

17. +
Questions?
 What other types of management is needed when dealing with
conflicts in the work place?
 How is communication meant to be translated without being
misunderstood because being misunderstood could lead to
problems and conflict?
 What else is needed to avoid conflict?

18. +
Solutions!
 Set ground rules. Ask all parties to treat each other with respect
and to make an effort to listen and understand others’ views.
 Ask each participant to describe the conflict, including desired
changes. Direct participants to use “I” statements, not “you”
statements. They should focus on specific behaviors and
problems rather than people.
 Ask participants to restate what others have said.
 Summarize the conflict based on what you have heard and
obtain agreement from participants.
 Brainstorm solutions. Discuss all of the options in a positive
manner.

19. +
Solutions!
 Rule out any options that participants agree are unworkable.
 Summarize all possible options for a solution.
 Assign further analysis of each option to individual participants.
 Make sure all parties agree on the next steps.
 Close the meeting by asking participants to shake hands,
apologize and thank each other for working to resolve the
conflict.

20. +
References
 Miller, Katherine. (2016). Organizational communication
Approaches and Processes Seventh Edition. Stanford
University.
 Lytle, T. (2015). How to Resolve Workplace Conflicts. Conflict
in the Workplace Is Not Always a Bad Thing But Ignoring
It Can Be.