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- 1. Presentation By Name Date WELCOME
- 2. Conflict Management Introduction Conflict; situation between 2 or more people; one person perceives the other as negatively affected (Davidson, 2007) Elements of a conflict; Specific perception Perception must be generally negative Issue surrounding conflict; both parties care about Conflict management; systematic process aimed at finding mutually satisfying outcomes for 2 or more conflicted parties Two types of conflict; functional and dysfunctional Functional; conflicts on goals of organization Dysfunctional; conflicts hindering group performances Conflict reduces productivity (Davidson, 2007)
- 3. Sources of Conflict Competition for scarce resources; allocation of limited resources Inherent conflict; non-standardized procedures, rules, and policies within an organization Line of staff relationship; differences of task responsibilities Differences in goals and values; Organizational ambiguities; questionable goals and unclear roles other types of conflict applicable within an organization; Interpersonal conflict Intrapersonal conflict Intergroup conflict
- 4. Functions of Conflicts Conflicts serve many functions within healthcare institutions Conflicts establishes identity (Marquis & Huston, 2009) Conflicts serves as a safety valve to hold the group together Conflict increases group cohesion; strengthening and making groups closer (Powell, 2003) Conflict tests the strength of individuals and groups Conflict spurs needed change (Marquis & Huston, 2009) Conflict mobilizes energy Conflict causes competition to improve performance Conflict enhances communication Conflict ends non-productive association (Powell, 2003)
- 5. Dealing with conflict Various methods for dealing with conflict (Davidson, 2007) Denial/ Avoidance/ Withdrawal; (Marquis & Huston, 2009) threat of violence, issue or timing not critical, cooling off period require Competition/ Power; (Powell, 2003) Swift action needed Important issue but unpopular Protection against people taking advantage of non-competitive behavior Accommodation; (Davidson, 2007) Being wrong Preservation of relationship Hearing of better position
- 6. Dealing with conflict Compromise/ Negotiation (Powell, 2003) Moderately important goals Both parties involved feel compromised Equal power amongst the parties Temporary solution required Collaboration; (Marquis & Huston, 2009) Shared values or goals Time is available Equal power amongst the involved parties Effective communication Concerns are too important
- 7. References Davidson, D. (2007). Strength in nursing leadership: The key to the evolution of intellectual capital in nursing. Nursing Administration Quarterly, 31(1), 36-42 Marquis, B. & Huston, C. (2009). Leadership Roles and Management Functions in Nursing: Theory and Application. Pennsylvania: Lippincott Williams & Wilkins Powell, R. (2003). The history of personality theory. Retrieved May 19, 2011, from http://armchair_academic.homestead.com/HistoryPer.html
Editor's Notes
- Introduction Conflict can be defined as a situation between 2 or more people where one person perceives the other as negatively affected (Davidson, 2007). There are different elements of a conflict that includes specific perception, perception must be generally negative, and issue surrounding conflict; both parties care about. On a different perspective, c onflict management therefore can be defined as a systematic process aimed at finding mutually satisfying outcomes for 2 or more conflicted parties .There are two major types of conflict, which are functional and dysfunctional. Functional conflict refers to conflict on goals of organization while dysfunctional on the other hand is used to refer to conflicts hindering group performances. According to Davidson (2007), conflict has been identified as one of the factors that reduces productivity of individuals and the larger organization.
- Sources of Conflict There are various sources of conflicts such as Competition for scarce resources; this is where conflict arises due to allocation of limited resources where some individuals would want more than others. Inherent conflict; this is another source of conflict that results from non-standardized procedures, rules, and policies within an organization making employees to rub shoulders within the working area just because certain things are not clear. Line of staff relationship; in this source, conflict arises due to differences of task responsibilities where one believes that he or she should be given or not given certain responsibilities. Differences in goals and values of the organizations are also sources of conflict as employees and management will be at logger heads due to unclear goals and objectives. Organizational ambiguities especially with reference to questionable goals and unclear roles are also sources of conflict within a given organization. other types of conflict applicable within an organization include the following; Interpersonal conflict Intrapersonal conflict Intergroup conflict
- Functions of Conflicts Conflicts within organizations have the capabilities of leading into various issues. Some of them include; Conflicts serve many functions within healthcare institutions Conflicts establishes identity (Marquis & Huston, 2009) Conflicts serves as a safety valve to hold the group together Conflict increases group cohesion; strengthening and making groups closer (Powell, 2003) Conflict tests the strength of individuals and groups Conflict spurs needed change (Marquis & Huston, 2009) Conflict mobilizes energy Conflict causes competition to improve performance Conflict enhances communication Conflict ends non-productive association (Powell, 2003)
- Dealing with Conflicts There are several ways through which an organization can deal with conflicts. Some of those methods include; Denial/ Avoidance/ Withdrawal; (Marquis & Huston, 2009). This is applicable where there is threat of violence, issue or timing is not critical, or when there is need for cooling off period as a result of some disagreements within the organization. Competition/ Power; (Powell, 2003). This is a way of dealing with conflicts that is applicable where swift action needed, important issue but unpopular even should be settled, or protection against people taking advantage of non-competitive behavior. Accommodation; (Davidson, 2007). Some conflicts can be solved through accommodation. Accommodation as a way of dealing with conflict holds when one is sure that he or she was on the wrong, serious need for p reservation of relationship, and hearing of better position
- Dealing with Conflicts (continued) Compromise/ Negotiation (Powell, 2003). This is another way through which conflicting parties can use to resolve their problems. Compromise or negotiation is applicable in solving m oderately important goals, where both parties involved feel compromised, there is an equal power amongst the parties, and where a temporary solution required Collaboration (Marquis & Huston, 2009) as a means of resolving conflict is applied in circumstances where there are s hared values or goals, time is available, there is equal power amongst the involved parties, presence of effective communication, or where concerns are too important