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Conflict mgt in nursing

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Conflict mgt in nursing

  1. 1. Conflict Management
  2. 2. QWhy is learning about conflict management relevant?ATo help develop and facilitate leadership, team building,performance management, and conflict management skills.
  3. 3. Nature of ConflictResponding to ConflictHandling GrievancesEmotional Stress
  4. 4. Nature of ConflictResponding to Conflict 4Handling GrievancesEmotional Stress
  5. 5. ConflictConflict is a form of relating orinteracting where we find ourselves(either as individuals or groups) undersome sort of perceived threat to ourpersonal or collective goals.These goals are usually to do with ourinterpersonal wants. These perceivedthreats may be either real or imagined(Condliffe, 1991, p3).
  6. 6. Sources of Conflict (Bisno) Project Sources of Conflict (Thamhain & Wilemon)
  7. 7. Sources of Conflict (Bisno) BiosocialPersonality and interactional Structural Cultural and ideological Convergence
  8. 8. Bisno’s Sources of Conflict(Condliffe, 1991, p6)
  9. 9. Sources of Conflict (Bisno) BiosocialPersonality and interactional Structural Cultural and ideological Convergence
  10. 10. Sources of Conflict (Bisno) BiosocialPersonality and interactional Structural Cultural and ideological Convergence Project Sources of Conflict (Thamhain & Wilemon) Project schedules Project priorities Workforce
  11. 11. (Nicholas, 2001, p519)
  12. 12. (Nicholas, 2001, p519)
  13. 13. Components of Conflict
  14. 14. Components of Conflict Values: ideas and feelings about right and wrong (difficult to resolve)
  15. 15. Components of Conflict Interests: things that motivate eg. managers and workers have different interests
  16. 16. Components of ConflictEmotional: feelings that accompany human interactions eg. anger, fear,reject, and loss
  17. 17. Components of Conflict When you have to deal with conflict tackle the emotional issues first then address values and interests Emotional: feelings that accompany human interactions eg. anger, fear, reject, and loss Interests: things that motivate eg. managers and workers have different interests Values: ideas and feelings about right and wrong (difficult to resolve)
  18. 18. Consequences of conflict
  19. 19. Good Consequences of Conflict
  20. 20. increased creativity
  21. 21. It forces people to clarify their views
  22. 22. It can produceconstructive social change
  23. 23. It gives people theopportunity to testtheir capacities
  24. 24. development of group andorganization cohesion
  25. 25. Bad Consequences of Conflict
  26. 26. Violence
  27. 27. breakdown of relationships
  28. 28. polarization of views into static positions
  29. 29. A breakdown ofcollaborative ventures
  30. 30. destruction ofcommunication
  31. 31. Groupthink
  32. 32. GroupthinkGroupthink is a tendency for strong conformity pressures withingroups to lead to the breakdown of critical thinking and encouragepremature acceptance of questionable decisions
  33. 33. Lack of conflict is a sign of over conformity.
  34. 34. It is unhealthy when there is no conflict
  35. 35. You needdiversity of opinion
  36. 36. Consequences of conflict
  37. 37. Nature of ConflictResponding to Conflict 3Handling GrievancesEmotional Stress
  38. 38. Conflict Handling Styles Avoiding Compromise Competition Accommodation Collaboration
  39. 39. Which conflict handlingstyle will you use?
  40. 40. Which conflict handlingstyle will you use?Project Managers may have a preferredstyle for managing conflict
  41. 41. Which conflict handlingstyle will you use?Project Managers may have a preferredstyle for managing conflictYou should use different styles dependingon the problem – and get there by usingyour ability to read situation
  42. 42. avoiding compromise competitionaccommodation collaboration
  43. 43. AvoidingCharacteristics When to use• ignoring conflicts and hoping • Trivial, small/unimportant they’ll go away issue• putting problems under • no perceived chance of consideration or on hold resolution• use of secrecy to avoid • To allow a cool down period confrontation • To allow others to resolve the• appeal to bureaucratic rules situation
  44. 44. CompromiseCharacteristics When to use• negotiation • goals are important, but not worth effort• looking for deals and • opponents with equal power are committed trade-offs to mutually exclusive goals• finding satisfactory or • achieve temporary settlements to issues acceptable solutions • arrive at solutions under time pressure • back-up to collaboration or competition
  45. 45. CompetitionCharacteristics When to use• create win-lose • quick, decisive action is vital, very situations important• use of power plays • unpopular actions eg. cost cutting• forcing submission • issues are vital to company welfare • against people who take advantage of non- competitive behavior
  46. 46. AccommodationCharacteristics When to use• giving way • find you are wrong• submission and • issues more important to others than yourself fulfillment • maintain cooperation • build social credits for later on • minimize loss • harmony and stability are important • allow team members to learn from their mistakes
  47. 47. CollaborationCharacteristics When to use• problem-solving carriage • find an integrative solution when• tackle differences both sets of concerns are• sharing ideas and information important• seeing problems and conflicts as • objective is to learn challenges
  48. 48. 2 Methods for Resolving Conflict in a team• Role Clarification Technique (RAT)• Intergroup Conflict Resolution
  49. 49. Role Clarification Technique (RAT)This is a systematic procedure which involves all team membersunderstanding the requirements of their of own and everyoneelses position, duties and expectationsYou’ll need to clarify roles for team and individuals; for examplevia questionnaires (or for project teams - RAM matrices!)
  50. 50. Intergroup Conflict ResolutionEach group should prepare list of what they would like the othergroups to start doing, stop doing, and continue to do.This list narrows he scope of the dispute and makes it easier to workon the core problems.
  51. 51. Nature of ConflictResponding to ConflictHandling GrievancesEmotional Stress 2
  52. 52. What is a Grievance?
  53. 53. A grievance is any behaviour or action of another member ormembers of a team, which has or is likely to have an unreasonablenegative impact on the ability of a team member to undertake theirduties
  54. 54. Most grievances are never raised with management Why?
  55. 55. Our complaints Lack of trustare trivialized No action gets taken! They only take defensive action
  56. 56. What you should do?
  57. 57. ListenDiscuss Plan
  58. 58. Nature of ConflictResponding to ConflictHandling GrievancesEmotional Stress 1
  59. 59. Stress
  60. 60. What is Stress?A pattern of emotional states and physiological reactions occurringin situations where individuals perceive threats to their importantgoals that they feel unable to meet (Greenberg & Baron, 1993, p257).
  61. 61. Effects of Stress  Physical illness  Lack of sleep Reduction in task performance  Poor quality decision making
  62. 62. Causes of Stress in theCauses of Stress in the Workplace Workplace Long hours Tight schedules Transient work force High risks Work overload Role uncertainty Social relations
  63. 63. A Stress Survey How many of these for you in the last year?
  64. 64. (Greenberg & Baron, 1993, p238)
  65. 65. Stress Management 1. Organizational Level 2. Individual Level
  66. 66. Stress Management at the Organizational Levelsetting reasonable work plans and schedules delegating responsibility and increasing independence clarifying responsibilities, authority, and performance criteriaclarifying goals, procedures, and decision criteria giving consideration and support in leadership
  67. 67. Stress Management for the Individualstress management program relaxation trainingdiversions from work-related problems
  68. 68. Review1. Conflict is the opposition of people or forces that develops into an aggressive state or action.2. Sources of IT project conflict includes; schedules, priorities and workforce issues.3. Conflict can be good and bad.4. Conflict handling styles include; avoiding, compromise, competition, accommodation, and collaboration.5. Grievance handling strategies include; listen, discuss, and plan. Not dealing with grievances can be harmful to projects.6. Work environment improvements and reducing stress is essential to a team’s health and the success of the project.
  69. 69. THANK YOU…GO OUT TO SERVE AND NOT TO BE SERVED!nbp2012

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