This document discusses conflict and its management. It begins by outlining objectives around understanding conflict and effective approaches. It then defines conflict and describes its types as intrapersonal, interpersonal, and organizational. Several sections provide self-assessment questions to help readers understand their preferred conflict resolution styles such as avoiding, accommodating, competing, compromising, and collaborating. The document concludes by discussing assessing conflict resolution quality and providing an exercise to apply the concepts to an ongoing clinical conflict.
This document provides 5 essential skills for happy relationships: frequent deep communication, openness to mistakes, accepting differences, cultivating individual interests, and having a sense of humor. It discusses listening skills like reflecting feelings to make others feel understood. Top predictors of long relationships are listed as communication, accepting mistakes, differences, individual interests, going the extra mile, and humor. The document warns of escalating disputes and provides indicators to watch out for like broken promises and criticism. It promotes understanding conflicts to stop aggression.
This document discusses strategies for building confidence and credibility when facing conflicts. It recommends using a co-creation approach to address interests of both parties and find mutual gains. Co-creation involves building on each other's ideas using responses like "Yes, and..." to reduce fear and increase understanding. Exercises are provided to practice co-creation, such as collaboratively telling a story. The document advises using "you" and "I" messages to openly share interests and perspectives to better understand each other and find solutions where both sides' needs are met.
What to do when clients take advantage of their agencies (advertising, PR, digital, media, etc.)? Get assertive! These slides are from a Lunch and Learn program given at multiple agencies in 2014.
The document provides strategies for influencing others and includes five tactics: using power and overcoming resistance, pitching ideas, creating collaboration, and networking. It discusses understanding different audience types, listening to objections, gaining agreement on problems, tailoring presentations, confirming mutual interests, and avoiding blaming. The key is focusing on contribution, building reciprocity, and leveraging differences in networks.
This document provides strategies for overcoming positional bargaining when negotiating. It discusses three approaches: focusing on what you can do through principled negotiations, focusing on what the other side can do using negotiation jujitsu techniques, and focusing on what a third party like a mediator can do using a one-text mediation procedure. The one-text procedure involves a mediator drafting a single text that both sides jointly comment on to reconcile their interests without abandoning their original positions. The overall message is that changing your negotiation approach and engaging the other side differently can help overcome positional stalemates.
This document provides information on conflict resolution. It begins by having the reader write about a recent conflict, including who it was with and what it was about. It then defines conflict and lists common causes such as opposing viewpoints, emotions, and misunderstandings. The document discusses different communication styles like aggressive, passive, and assertive. It outlines a win-win conflict resolution process of identifying the issue, brainstorming solutions, deciding on a solution, implementing it, and following up. The goal is finding a mutually agreeable solution that meets both people's needs.
Build Self-confidence: Here are 23 Ways to help You to be Super Confident!Nisha A Sahadevan
In olden ages, human beings lived as tribes. In those days, survival was impossible without approvals from others. But in today’s world, we can live without other’s approvals! Still, we think that our sense of self-worth and self-image depends on other’s approvals.
Here are 23 ways to build your self-confidence
Read full article on http://learn2livefully.com/build-self-confidence-23-ways/
Torc Thumbnail 4 Getting To Yes - Negotiating Agreement Without Giving InTorc Consulting Group
The document summarizes the key points from the book "Getting to YES: Negotiating Agreement Without Giving In" by Roger Fisher, William Ury, and Bruce Patton. It outlines the principled negotiation approach, which involves separating the people from the problem, focusing on interests rather than positions, inventing options for mutual gain, and insisting on using objective criteria. This approach is designed to produce wise, efficient, and relationship-friendly agreements.
This document provides 5 essential skills for happy relationships: frequent deep communication, openness to mistakes, accepting differences, cultivating individual interests, and having a sense of humor. It discusses listening skills like reflecting feelings to make others feel understood. Top predictors of long relationships are listed as communication, accepting mistakes, differences, individual interests, going the extra mile, and humor. The document warns of escalating disputes and provides indicators to watch out for like broken promises and criticism. It promotes understanding conflicts to stop aggression.
This document discusses strategies for building confidence and credibility when facing conflicts. It recommends using a co-creation approach to address interests of both parties and find mutual gains. Co-creation involves building on each other's ideas using responses like "Yes, and..." to reduce fear and increase understanding. Exercises are provided to practice co-creation, such as collaboratively telling a story. The document advises using "you" and "I" messages to openly share interests and perspectives to better understand each other and find solutions where both sides' needs are met.
What to do when clients take advantage of their agencies (advertising, PR, digital, media, etc.)? Get assertive! These slides are from a Lunch and Learn program given at multiple agencies in 2014.
The document provides strategies for influencing others and includes five tactics: using power and overcoming resistance, pitching ideas, creating collaboration, and networking. It discusses understanding different audience types, listening to objections, gaining agreement on problems, tailoring presentations, confirming mutual interests, and avoiding blaming. The key is focusing on contribution, building reciprocity, and leveraging differences in networks.
This document provides strategies for overcoming positional bargaining when negotiating. It discusses three approaches: focusing on what you can do through principled negotiations, focusing on what the other side can do using negotiation jujitsu techniques, and focusing on what a third party like a mediator can do using a one-text mediation procedure. The one-text procedure involves a mediator drafting a single text that both sides jointly comment on to reconcile their interests without abandoning their original positions. The overall message is that changing your negotiation approach and engaging the other side differently can help overcome positional stalemates.
This document provides information on conflict resolution. It begins by having the reader write about a recent conflict, including who it was with and what it was about. It then defines conflict and lists common causes such as opposing viewpoints, emotions, and misunderstandings. The document discusses different communication styles like aggressive, passive, and assertive. It outlines a win-win conflict resolution process of identifying the issue, brainstorming solutions, deciding on a solution, implementing it, and following up. The goal is finding a mutually agreeable solution that meets both people's needs.
Build Self-confidence: Here are 23 Ways to help You to be Super Confident!Nisha A Sahadevan
In olden ages, human beings lived as tribes. In those days, survival was impossible without approvals from others. But in today’s world, we can live without other’s approvals! Still, we think that our sense of self-worth and self-image depends on other’s approvals.
Here are 23 ways to build your self-confidence
Read full article on http://learn2livefully.com/build-self-confidence-23-ways/
Torc Thumbnail 4 Getting To Yes - Negotiating Agreement Without Giving InTorc Consulting Group
The document summarizes the key points from the book "Getting to YES: Negotiating Agreement Without Giving In" by Roger Fisher, William Ury, and Bruce Patton. It outlines the principled negotiation approach, which involves separating the people from the problem, focusing on interests rather than positions, inventing options for mutual gain, and insisting on using objective criteria. This approach is designed to produce wise, efficient, and relationship-friendly agreements.
The document discusses alternative dispute resolution and principled negotiation techniques. It describes getting a wise agreement that meets both parties' interests rather than engaging in positional bargaining. It contrasts soft and hard negotiation styles and emphasizes the importance of separating people from the problem, focusing on interests rather than positions, inventing options for mutual gain, and insisting on objective criteria. Key strategies include identifying shared interests, looking for ways to expand options beyond a fixed-pie view, and putting oneself in the other party's shoes.
This document discusses team toxins and how to address them. It identifies common toxins like stonewalling, defensiveness, blaming, and contempt. Left unchecked, these toxins can create negative conflict. The document recommends being aware of toxins and preparing yourself by developing working agreements and a conflict protocol with the team. This establishes expectations for how team members will communicate respectfully and handle disagreements. With intervention, toxins can be addressed before leading to increased conflict.
The document discusses conflict in the workplace and methods for resolving it. It defines conflict and lists five styles of conflict management: compete, collaborate, compromise, compromise, cave in, and chicken out. It then asks questions about how readers view conflict and what it means to win or lose one. The document outlines seeing a conflict clearly and methods for resolving workplace conflicts, such as going to a supervisor, addressing it directly with the other person, or mediation. It provides tips for resolving conflicts, like letting each person speak and listening without defending. Finally, it shares an example of how one person resolved a workplace conflict they experienced.
Conflict arises when people with interdependent goals perceive incompatible views or interests. There are different types of conflict including pseudo, fact, value, policy, and ego conflicts. Conflicts can be managed through various styles such as withdrawing, accommodating, forcing, compromising, and collaborating. Constructive communication in conflict involves validation, listening, compromise, and focusing on issues rather than personal attacks. A mediator can help conflicting parties find mutually agreeable solutions through neutral facilitation and ensuring both sides are heard. Analyzing conflicts can provide lessons to manage conflicts more successfully in the future.
The document outlines the principles of principled negotiation as described in the book Getting to Yes: Negotiating Agreement Without Giving In. It discusses positional bargaining versus interest-based negotiation, and summarizes the key aspects of the principled negotiation method, including separating the people from the problem, focusing on interests not positions, inventing options for mutual gain, and using objective criteria. The goal of this approach is to reach a mutually agreeable resolution through compromise rather than positional arguments.
The document discusses different human resources management situations that a manager may face, including employees struggling to work together, complaints about leadership, unfulfilled promises from peers, relationship issues with a supervisee, and disconnect between upper management and front-line staff. It then asks which type of support would be most helpful in dealing with these situations: a mentor, a peer to ask questions, or having someone with more experience directly address the problem. The document provides questions to consider when facing difficult situations at work.
Getting To Yes - Negotiating Agreement Without Giving Indre229
The document summarizes the key ideas from the book "Getting to Yes: Negotiating Agreement Without Giving In" by Roger Fisher, William Ury, and Bruce Patton. It outlines the Harvard Negotiation Project and describes the authors' concept of principled negotiation as a third approach between soft and hard bargaining. Principled negotiation focuses on separating people from the problem, understanding interests rather than positions, generating options before deciding on solutions, and basing results on objective criteria rather than one side giving in.
This document discusses conflict, how it can be both positive and negative, and ways to manage it. It defines conflict as differences in opinions, attitudes, or goals that can arise from personal or workplace interactions. While conflict can decrease productivity and morale, it can also lead to new ideas if resolved constructively. The document recommends building relationships, discussing issues early, controlling angry language, and problem-solving to prevent conflict from escalating. It outlines types of conflict, phases from spark to resolution, and techniques like avoidance, accommodation, and confrontation to deal with conflict, emphasizing a six-step problem-solving approach to find the best solution.
1) Accepting criticism assertively is an important part of maturity.
2) Criticism can be either constructive, meant to help one learn and grow, or destructive, meant to embarrass or hurt.
3) How one responds to criticism is influenced by their past experiences with criticism as a child - whether it was constructive or harshly punitive.
This document discusses different responses to conflict situations. It notes that there are many ways to respond, including considerate or cooperative approaches, as well as competitive or passive approaches. It identifies several categories of responses, such as emotional, cognitive, physical, avoiding, accommodating, compromising, collaborating, and competing. The document provides examples of different conflict response styles and notes positives and negatives of each approach. It emphasizes that understanding different responses can help diffuse situations and reach agreements that satisfy all parties. Effective conflict management is about reducing harm and maximizing usefulness, rather than eliminating conflict.
Resolving conflict - Eric Vanderburg - Remington College, 2005Eric Vanderburg
This document discusses resolving conflict in the workplace. It defines different types of conflict, such as functional vs. dysfunctional and content vs. values conflicts. It also outlines sources of conflict, such as differences in ideas, values, self-perception, or institutional policies. The document then recommends strategies for analyzing conflicts, including understanding all parties and issues involved. It presents approaches to resolving conflicts, such as win-lose, lose-lose, or win-win solutions. Finally, it provides tips for managing specific personality types that may be involved in conflicts, as well as proactive strategies like boosting self-esteem and clear communication.
The document discusses how changing one's thinking can change one's life and lead to success despite challenges. It provides tips for managing change, such as questioning assumptions, taking responsibility, and reframing mindsets. The stages of change are described as involving endings, a neutral zone, and new beginnings, with characteristics like grief, fear, and ownership at each stage. Leaders are advised to listen, communicate vision, celebrate wins, and apply new competencies to guide others through change.
Conflict arises when people perceive the same situation differently due to incompatible goals, priorities, opinions or values. While conflict can create stress and lower productivity, it also promotes creativity and innovation when focused on ideas. There are five main approaches to managing conflict: competing, collaborating, compromising, avoiding, and accommodating. The best approach depends on factors like issue importance and maintaining relationships. Effective conflict resolution requires understanding different perspectives, finding mutually agreeable solutions, and preventing conflicts from becoming personal attacks.
From dysfunction to cohesion for results.Lucy Barkas
The document discusses the importance of teamwork and effective teams. It describes how cohesive teams make better decisions, tap into all members' skills and opinions, avoid politics and conflict, and focus on results. In contrast, dysfunctional teams limit debate, avoid sharing information, and waste time on hidden agendas. The document then outlines the five behaviors of effective teams according to Patrick Lencioni's model: trust, conflict, commitment, accountability, and results. Building these behaviors can help teams achieve their goals through improved decision making and a cooperative environment.
This document summarizes five power tools for leadership. It discusses stopping hammering everything as a nail and keeping an open mind when listening to different situations. It emphasizes the importance of practicing these tools and not keeping them a secret. Specific tools covered include balancing advocacy with inquiry, using a positive "no", shaping the path by considering how context and space influence interactions, and the power of silence. Leaders are encouraged to reflect on their assumptions, advocate while also inquiring others' perspectives, and say "no" while acknowledging other perspectives.
The document provides information on conflict resolution. It discusses causes of conflict such as opposing viewpoints, emotions, and misunderstandings. It also discusses different communication styles like aggressive, passive, and assertive. The document outlines a win-win conflict resolution process including identifying the conflict, brainstorming solutions, evaluating solutions, deciding on a solution, implementing it, and following up. It emphasizes finding mutually agreeable solutions that meet both parties' underlying needs.
The document discusses various techniques for cooperation, conflict management, problem solving, and leadership. It provides tips for developing cooperation and leadership skills, managing conflict through different approaches like avoidance, accommodation, forcing, bargaining, and problem solving. It also outlines common reasons problems may not be solved correctly, such as acting on feelings over logic. Finally, it presents the IDEA method for problem solving, which includes identifying the problem, designing a solution, and examining available resources.
The document discusses conflict, its sources and types. It outlines objectives around determining the nature of conflict, assessing approaches to conflict, identifying effective conflict management techniques. It defines conflict and describes types as intrapersonal and organizational. It provides strategies for better understanding stress and conflict, including considering workplace environment and cultures that condone "shame and blame". It outlines the conflict process and modes of conflict resolution such as avoiding, accommodating, competing, compromising and collaborating. It includes self-assessments for different conflict resolution approaches.
This chapter discusses self-management strategies for stress and time management. It defines self-management and explores sources of stress, signs of stress, and strategies for preventing and managing stress such as finding social support, exercise, and developing hobbies. The chapter also examines common causes of poor time management, like interruptions and perfectionism, and provides time management strategies such as setting priorities, staying organized, and using time management tools. Meeting management is also briefly discussed.
The document discusses building effective teams through communication and partnerships. It defines key concepts such as groups, teams, commitment, communication and connectedness. It identifies communication barriers and pitfalls to avoid. Effective teams exhibit qualities like conflict resolution, shared mission, cooperation and commitment. Synergy within teams to produce extraordinary results is discussed. Leadership plays an important role in team effectiveness and communication skills are crucial for building strong teams that enhance patient safety and quality of care.
The document discusses building effective teams through communication and partnerships. It defines key concepts such as groups, teams, commitment, communication and connectedness. It identifies communication barriers and pitfalls to avoid. Effective teams exhibit qualities like conflict resolution, shared mission, cooperation and commitment. Synergy within teams to produce extraordinary results is discussed. Leadership plays an important role in team effectiveness and communication skills are crucial for building strong teams that enhance patient safety and quality.
The document discusses building effective teams through communication and partnerships. It defines key concepts such as groups, teams, commitment, communication and connectedness. It identifies communication barriers and pitfalls to avoid. Effective teams exhibit qualities like conflict resolution, shared mission, cooperation and commitment. Synergy within teams to produce extraordinary results is discussed. Leadership plays an important role in team effectiveness and communication skills are crucial for building strong teams that enhance patient safety and quality.
The document discusses alternative dispute resolution and principled negotiation techniques. It describes getting a wise agreement that meets both parties' interests rather than engaging in positional bargaining. It contrasts soft and hard negotiation styles and emphasizes the importance of separating people from the problem, focusing on interests rather than positions, inventing options for mutual gain, and insisting on objective criteria. Key strategies include identifying shared interests, looking for ways to expand options beyond a fixed-pie view, and putting oneself in the other party's shoes.
This document discusses team toxins and how to address them. It identifies common toxins like stonewalling, defensiveness, blaming, and contempt. Left unchecked, these toxins can create negative conflict. The document recommends being aware of toxins and preparing yourself by developing working agreements and a conflict protocol with the team. This establishes expectations for how team members will communicate respectfully and handle disagreements. With intervention, toxins can be addressed before leading to increased conflict.
The document discusses conflict in the workplace and methods for resolving it. It defines conflict and lists five styles of conflict management: compete, collaborate, compromise, compromise, cave in, and chicken out. It then asks questions about how readers view conflict and what it means to win or lose one. The document outlines seeing a conflict clearly and methods for resolving workplace conflicts, such as going to a supervisor, addressing it directly with the other person, or mediation. It provides tips for resolving conflicts, like letting each person speak and listening without defending. Finally, it shares an example of how one person resolved a workplace conflict they experienced.
Conflict arises when people with interdependent goals perceive incompatible views or interests. There are different types of conflict including pseudo, fact, value, policy, and ego conflicts. Conflicts can be managed through various styles such as withdrawing, accommodating, forcing, compromising, and collaborating. Constructive communication in conflict involves validation, listening, compromise, and focusing on issues rather than personal attacks. A mediator can help conflicting parties find mutually agreeable solutions through neutral facilitation and ensuring both sides are heard. Analyzing conflicts can provide lessons to manage conflicts more successfully in the future.
The document outlines the principles of principled negotiation as described in the book Getting to Yes: Negotiating Agreement Without Giving In. It discusses positional bargaining versus interest-based negotiation, and summarizes the key aspects of the principled negotiation method, including separating the people from the problem, focusing on interests not positions, inventing options for mutual gain, and using objective criteria. The goal of this approach is to reach a mutually agreeable resolution through compromise rather than positional arguments.
The document discusses different human resources management situations that a manager may face, including employees struggling to work together, complaints about leadership, unfulfilled promises from peers, relationship issues with a supervisee, and disconnect between upper management and front-line staff. It then asks which type of support would be most helpful in dealing with these situations: a mentor, a peer to ask questions, or having someone with more experience directly address the problem. The document provides questions to consider when facing difficult situations at work.
Getting To Yes - Negotiating Agreement Without Giving Indre229
The document summarizes the key ideas from the book "Getting to Yes: Negotiating Agreement Without Giving In" by Roger Fisher, William Ury, and Bruce Patton. It outlines the Harvard Negotiation Project and describes the authors' concept of principled negotiation as a third approach between soft and hard bargaining. Principled negotiation focuses on separating people from the problem, understanding interests rather than positions, generating options before deciding on solutions, and basing results on objective criteria rather than one side giving in.
This document discusses conflict, how it can be both positive and negative, and ways to manage it. It defines conflict as differences in opinions, attitudes, or goals that can arise from personal or workplace interactions. While conflict can decrease productivity and morale, it can also lead to new ideas if resolved constructively. The document recommends building relationships, discussing issues early, controlling angry language, and problem-solving to prevent conflict from escalating. It outlines types of conflict, phases from spark to resolution, and techniques like avoidance, accommodation, and confrontation to deal with conflict, emphasizing a six-step problem-solving approach to find the best solution.
1) Accepting criticism assertively is an important part of maturity.
2) Criticism can be either constructive, meant to help one learn and grow, or destructive, meant to embarrass or hurt.
3) How one responds to criticism is influenced by their past experiences with criticism as a child - whether it was constructive or harshly punitive.
This document discusses different responses to conflict situations. It notes that there are many ways to respond, including considerate or cooperative approaches, as well as competitive or passive approaches. It identifies several categories of responses, such as emotional, cognitive, physical, avoiding, accommodating, compromising, collaborating, and competing. The document provides examples of different conflict response styles and notes positives and negatives of each approach. It emphasizes that understanding different responses can help diffuse situations and reach agreements that satisfy all parties. Effective conflict management is about reducing harm and maximizing usefulness, rather than eliminating conflict.
Resolving conflict - Eric Vanderburg - Remington College, 2005Eric Vanderburg
This document discusses resolving conflict in the workplace. It defines different types of conflict, such as functional vs. dysfunctional and content vs. values conflicts. It also outlines sources of conflict, such as differences in ideas, values, self-perception, or institutional policies. The document then recommends strategies for analyzing conflicts, including understanding all parties and issues involved. It presents approaches to resolving conflicts, such as win-lose, lose-lose, or win-win solutions. Finally, it provides tips for managing specific personality types that may be involved in conflicts, as well as proactive strategies like boosting self-esteem and clear communication.
The document discusses how changing one's thinking can change one's life and lead to success despite challenges. It provides tips for managing change, such as questioning assumptions, taking responsibility, and reframing mindsets. The stages of change are described as involving endings, a neutral zone, and new beginnings, with characteristics like grief, fear, and ownership at each stage. Leaders are advised to listen, communicate vision, celebrate wins, and apply new competencies to guide others through change.
Conflict arises when people perceive the same situation differently due to incompatible goals, priorities, opinions or values. While conflict can create stress and lower productivity, it also promotes creativity and innovation when focused on ideas. There are five main approaches to managing conflict: competing, collaborating, compromising, avoiding, and accommodating. The best approach depends on factors like issue importance and maintaining relationships. Effective conflict resolution requires understanding different perspectives, finding mutually agreeable solutions, and preventing conflicts from becoming personal attacks.
From dysfunction to cohesion for results.Lucy Barkas
The document discusses the importance of teamwork and effective teams. It describes how cohesive teams make better decisions, tap into all members' skills and opinions, avoid politics and conflict, and focus on results. In contrast, dysfunctional teams limit debate, avoid sharing information, and waste time on hidden agendas. The document then outlines the five behaviors of effective teams according to Patrick Lencioni's model: trust, conflict, commitment, accountability, and results. Building these behaviors can help teams achieve their goals through improved decision making and a cooperative environment.
This document summarizes five power tools for leadership. It discusses stopping hammering everything as a nail and keeping an open mind when listening to different situations. It emphasizes the importance of practicing these tools and not keeping them a secret. Specific tools covered include balancing advocacy with inquiry, using a positive "no", shaping the path by considering how context and space influence interactions, and the power of silence. Leaders are encouraged to reflect on their assumptions, advocate while also inquiring others' perspectives, and say "no" while acknowledging other perspectives.
The document provides information on conflict resolution. It discusses causes of conflict such as opposing viewpoints, emotions, and misunderstandings. It also discusses different communication styles like aggressive, passive, and assertive. The document outlines a win-win conflict resolution process including identifying the conflict, brainstorming solutions, evaluating solutions, deciding on a solution, implementing it, and following up. It emphasizes finding mutually agreeable solutions that meet both parties' underlying needs.
The document discusses various techniques for cooperation, conflict management, problem solving, and leadership. It provides tips for developing cooperation and leadership skills, managing conflict through different approaches like avoidance, accommodation, forcing, bargaining, and problem solving. It also outlines common reasons problems may not be solved correctly, such as acting on feelings over logic. Finally, it presents the IDEA method for problem solving, which includes identifying the problem, designing a solution, and examining available resources.
The document discusses conflict, its sources and types. It outlines objectives around determining the nature of conflict, assessing approaches to conflict, identifying effective conflict management techniques. It defines conflict and describes types as intrapersonal and organizational. It provides strategies for better understanding stress and conflict, including considering workplace environment and cultures that condone "shame and blame". It outlines the conflict process and modes of conflict resolution such as avoiding, accommodating, competing, compromising and collaborating. It includes self-assessments for different conflict resolution approaches.
This chapter discusses self-management strategies for stress and time management. It defines self-management and explores sources of stress, signs of stress, and strategies for preventing and managing stress such as finding social support, exercise, and developing hobbies. The chapter also examines common causes of poor time management, like interruptions and perfectionism, and provides time management strategies such as setting priorities, staying organized, and using time management tools. Meeting management is also briefly discussed.
The document discusses building effective teams through communication and partnerships. It defines key concepts such as groups, teams, commitment, communication and connectedness. It identifies communication barriers and pitfalls to avoid. Effective teams exhibit qualities like conflict resolution, shared mission, cooperation and commitment. Synergy within teams to produce extraordinary results is discussed. Leadership plays an important role in team effectiveness and communication skills are crucial for building strong teams that enhance patient safety and quality of care.
The document discusses building effective teams through communication and partnerships. It defines key concepts such as groups, teams, commitment, communication and connectedness. It identifies communication barriers and pitfalls to avoid. Effective teams exhibit qualities like conflict resolution, shared mission, cooperation and commitment. Synergy within teams to produce extraordinary results is discussed. Leadership plays an important role in team effectiveness and communication skills are crucial for building strong teams that enhance patient safety and quality.
The document discusses building effective teams through communication and partnerships. It defines key concepts such as groups, teams, commitment, communication and connectedness. It identifies communication barriers and pitfalls to avoid. Effective teams exhibit qualities like conflict resolution, shared mission, cooperation and commitment. Synergy within teams to produce extraordinary results is discussed. Leadership plays an important role in team effectiveness and communication skills are crucial for building strong teams that enhance patient safety and quality.
The document discusses building effective teams through communication and partnerships. It defines key concepts such as groups, teams, commitment, communication and connectedness. It identifies communication barriers and pitfalls to avoid. Effective teams exhibit qualities like conflict resolution, shared mission, cooperation and commitment. Synergy within teams to produce extraordinary results is discussed. Leadership plays an important role in team effectiveness and communication skills are crucial for building strong teams that enhance patient safety and quality of care.
The document discusses building effective teams through communication and partnerships. It defines key concepts such as groups, teams, commitment, communication and connectedness. It identifies communication barriers and pitfalls to avoid. Effective teams exhibit qualities like conflict resolution, shared mission, cooperation and commitment. Synergy within teams to produce extraordinary results is discussed. Leadership plays an important role in team effectiveness and communication skills are crucial for building strong teams that enhance patient safety and quality.
This document summarizes a workshop on handling objections to sustainability initiatives. It outlines common objections such as lack of affordability, weak business case, and other priorities. Objections are classified into four categories: other priorities, weak business case, fear of backlash, and mindset. Top tips are provided for handling objections, such as clarifying what the objector really opposes, identifying their priorities, using their language, educating softly, and telling stories. The document aims to help sustainability professionals address objections to promoting and implementing sustainability.
This document discusses managing conflict and having difficult conversations in the workplace. It notes that emotional intelligence skills like handling pressure well and being a good listener are more important for leadership success than IQ or technical skills. The document provides tips for having needs-based communication by making observations, stating how an issue makes you feel and the need not being met, and making a request. It emphasizes interrogating reality by clarifying understanding and looking for agreement rather than defending positions. The goal is to build a culture where conflict becomes a process of problem solving rather than personal attacks.
Are you faced with conflicts in the workplace and unsure how to resolve them effectively? Have you tried to resolve a conflict with a manager, direct report or peer and felt like you got nowhere? Do you sometimes avoid conflicts because they seem impossible to resolve? In this webinar, we will discuss a step by step process for preparing to resolve a conflict, how to have a productive conflict resolution conversation, and learn more about the nature and purpose of conflict in the workplace.
The document discusses workplace violence and incivility among nurses. It defines horizontal violence/incivility as unwanted abuse or hostility within the workplace. Consequences of horizontal violence include impaired relationships, accidents, errors, and attrition. Toxic work environments with bullying and lack of trust between workers and management can result. The Joint Commission recommends educating staff on desirable behaviors, implementing anti-bullying policies, and providing conflict resolution training. Solutions proposed include modeling professional behavior, addressing bullying, reflecting on one's own actions, and participating in initiatives to prevent abuse.
Conflict arises when one person perceives that another person has negatively affected or will negatively affect something they care about. Not all conflicts are unhealthy, but they can become counterproductive if not properly managed. There are different views on conflict, including seeing it as inherently bad or as a natural occurrence that can even be beneficial. Key ways to manage conflict include open communication, compromise, focusing on issues rather than personal attacks, and ensuring any solutions are followed through. Overall, an organization needs some level of conflict to adapt and change over time.
There are five main types of workplace conflicts: misunderstandings, disrespect between coworkers, ego clashes, impatience, and insecurity over losing control. There are also different styles for managing conflicts, including avoiding, accommodating, competing, compromising, and collaborating. When resolving conflicts, it is important to listen to understand others, identify each person's needs, find a mutually agreeable solution, and end on a positive note.
This document discusses effective leadership and communication in managing workplace conflict. It begins by outlining some common causes of conflict, such as lack of role clarity or opposing agendas. If left unmanaged, conflict can escalate and negatively impact employee engagement, productivity, and relationships. The document then provides strategies for leaders to address conflict, including avoiding personal attacks, actively listening to understand different perspectives, building trust over time, and using conflict as an opportunity rather than trying to eliminate it. Overall, the key message is that effective communication, including providing and receiving feedback, is crucial for leaders to resolve conflicts in a productive manner and create a collaborative work environment.
This document discusses problems that arise when entering new groups, the relationship between group cohesiveness and productivity, and approaches to facilitating groups and managing conflict. It addresses identifying roles in helping relationships, using active inquiry to maintain others' dignity, and models of unilateral vs mutual learning in interactions. The overall focus is on effective group facilitation and dynamics.
This document discusses managing conflict within teams. It addresses why a lack of conflict can be problematic for teams and identifies healthy and unhealthy sources of conflict. It also discusses different approaches to conflict resolution such as negotiation, mediation, arbitration, and avoiding or addressing conflict. The document emphasizes that conflict is a normal part of teams when it is focused on tasks rather than personal attacks, and that some level of disagreement and questioning among team members is acceptable and can lead to better outcomes than suppressed conflict. It provides frameworks for understanding the nature of conflict and strategies for constructively addressing disagreements.
This document discusses conflict management and resolution. It defines conflict and outlines different views of conflict, including the traditional, human relations, and interactionist views. It also discusses the causes and outcomes of functional versus dysfunctional conflict. The document then examines the conflict process in five stages - potential opposition, cognition and personalization, intentions, behavior, and outcomes. It provides examples of different conflict management styles like competing, collaborating, avoiding, accommodating, and compromising. The document concludes with tips for managing workplace conflict and a self-assessment to determine one's dominant conflict management style.
The document discusses various aspects of conflict including sources, types, and approaches to managing conflict. It notes that conflict can originate from differences in beliefs, values or resources and can be desirable up to a point, helping reduce groupthink. However, conflict is hard to control and tends to escalate, yielding negative results if left unchecked. The document advocates collaborative conflict management and presents models for understanding conflict styles and negotiating disputes, emphasizing finding mutual gains over positional approaches.
This document discusses conflict management and resolution. It defines conflict as a struggle between two interdependent parties with incompatible goals. Conflict can be functional and increase creativity or dysfunctional and damage relationships. The sources of conflict include aggressive behavior, limited resources, and cultural differences. Conflict management strategies include avoiding, competing, accommodating, compromising, and collaborating. Collaboration is the most effective approach as it results in a "win-win" where all parties' interests are satisfied. Active listening, understanding other perspectives, finding areas of agreement, and negotiating are keys skills for successful conflict resolution.
The document discusses various microbiology techniques for culturing microbes including inoculation, isolation, incubation, inspection, and identification. It describes how to produce pure cultures through methods like streak plating and describes different types of culture media including solid, liquid, enriched, selective, and differential media. The goals are to transfer microbes to produce isolated colonies, grow them under proper conditions, observe characteristics, and identify organisms through comparing data.
The document provides instructions for creating a research poster, including reviewing sample posters and an article on best practices. It discusses font size, logo placement, poster size, image and graphic quality, and elements that make a poster engaging. A sample student research poster is also included, with sections on the problem, methodology, results, conclusions, and references. The poster summarizes a study on the occupations of school-aged children who have siblings with cognitive or behavioral disabilities.
The document provides instructions for creating an effective research poster. It discusses reviewing sample posters to understand best practices like font size, logo placement, size of the poster, and quality of images. It also recommends considering what makes sample posters visually engaging and how one's own poster could be improved.
Position Your Body for Learning implements evidence-based measurements to assess optimal positioning for learning. The document describes three simple assessments - "roll", "rattle", and "rumble" - to determine if desk height matches elbow rest height and chair height matches popliteal height. It explains that proper ergonomic positioning through adjustments can improve students' attention, fine motor skills, and performance on standardized tests. The document provides a form called "Measuring for Optimal Positioning" to document student measurements and identify furniture adjustments needed.
The agenda outlines a thesis dissemination meeting that will include welcome and introductions, a syllabus review, project summaries from students, breaks, a presentation on APA style and thesis document preparation from the writing center, library resources overview, and discussion of thesis resources and dismissal. The document also lists various thesis course, poster, article, and conference resources that will be made available to students.
This document discusses program evaluation, outlining key concepts and approaches. It describes the purposes of program evaluation as determining if objectives are met and improving decision making. Formative and summative evaluations are explained, with formative used for ongoing improvement and summative to determine effects. Both quantitative and qualitative methods are appropriate, including experimental, quasi-experimental and non-experimental designs. Stakeholder involvement, utilization of results, and addressing ethical considerations are important aspects of program evaluation.
The document outlines topics from Chapter 6 of a course, including similarities and differences between intervention planning for individuals and community programs, best practices for developing mission statements and effective teams, and issues related to program sustainability. It also provides examples and activities for developing SMART goals, vision and mission statements, and sustainability plans for a fall prevention program. Resources and considerations are presented for each step of the program development process.
Compliance, motivation, and health behaviors stanbridge
This document provides information about compliance, motivation, and health behaviors as they relate to learners. It introduces several occupational therapy students and their backgrounds. The objectives cover defining key terms and discussing theories of compliance, motivation concepts, and strategies to facilitate motivation. The document then matches vocabulary terms to their definitions and discusses several theories of behavior change, including the health belief model, self-efficacy theory, protection motivation theory, stages of change model, and theory of reasoned action. Motivational strategies and the educator's role in health promotion are also outlined.
Ch 5 developmental stages of the learnerstanbridge
This document provides an overview of developmental stages of the learner from infancy through older adulthood. It begins with introductions of the presenters and learning objectives. Key terms are defined. Development is discussed in terms of physical, cognitive, and psychosocial characteristics at each stage: infancy/toddlerhood, early childhood, middle/late childhood, adolescence, young adulthood, middle-aged adulthood, and older adulthood. Teaching strategies are outlined for each developmental stage. The role of family in patient education is also addressed.
This document summarizes the content covered in Week 2 of a course on community-based occupational therapy practice. Chapter 3 discusses using theories from related disciplines in community practice and identifying strategies for organizing communities to meet health needs. Chapter 4 covers understanding relevant federal legislation, including laws supporting reimbursement and those focused on education, medical rehabilitation, consumer rights, and environmental issues. The document also lists vocabulary terms and guest speakers for the week.
This document outlines the topics and activities to be covered in Week 3 of a course on community health and health promotion program development. It will describe processes of environmental scanning, trend analysis, and the key steps of community health program development. Students will learn about needs assessments, theories in health promotion planning, goals and objectives, and the ecological approach. They will develop implementation strategies at different levels of intervention and learn the purposes of program evaluation. Readings, discussions, and activities are planned, including a scenario analyzing a sheltered workshop using SWOT analysis. Key terms and concepts are defined.
This document outlines the topics that will be covered in the first two chapters of a course on community-based occupational therapy practice. Chapter 1 will discuss the history and roles of OT in community-based practice as well as characteristics of effective community-based OTs. It will also cover paradigm shifts in OT. Chapter 2 will address concepts in community and public health, determinants of health, and strategies for prevention. It will discuss OT's contributions to Healthy People 2020 and its role in health promotion. The schedule includes lectures, small group work, and a guest speaker.
This document discusses how to critically appraise quantitative studies for clinical decision making. It covers evaluating the validity, reliability, and applicability of studies. Key points include assessing for bias, determining if results are statistically and clinically significant, and considering how well study findings can be applied to patients. Study designs like randomized controlled trials, case-control studies, and cohort studies are examined. The importance of systematic reviews and meta-analyses in evidence-based practice is also covered.
This document discusses the importance of clinical judgment in evidence-based nursing practice. It states that research evidence must be considered alongside patient concerns and preferences. Good clinical judgment requires carefully examining the validity of evidence and how it is applied to specific patients. The fit between evidence and each patient's unique situation is rarely perfect. Nurses must understand patients narratively and use judgment over time to determine the most appropriate care based on evidence and the patient's needs. Experiential learning and developing expertise in caring for particular patient populations enhances a nurse's clinical grasp and judgment.
This document discusses qualitative research and its application to clinical decision making. It describes how qualitative evidence can inform understanding of patient experiences and perspectives, which are important components of evidence-based practice. The document outlines different qualitative research traditions like ethnography, grounded theory, and phenomenology. It also discusses techniques for appraising qualitative studies based on their credibility, transferability, dependability, and confirmability. The key point is that qualitative evidence provides insights into human experiences, values, and meanings that can help inform clinical decisions.
This document discusses critically appraising knowledge for clinical decision making. It explains that practice should be based on unbiased, reliable evidence rather than tradition. The three main sources of knowledge for evidence-based practice are valid research evidence, clinical expertise, and patient choices. Clinical practice guidelines are the primary source to guide decisions as they synthesize research evidence. Internal evidence from quality improvement projects applies specifically to the setting where it was collected, unlike external evidence which is more generalizable. Both internal and external evidence should be combined using the PDSA (Plan-Do-Study-Act) cycle for continuous improvement.
This document discusses implementing evidence-based practice (EBP) in clinical settings. It emphasizes that engaging all stakeholders, including clinical staff, administrators, and other disciplines, is key. It also stresses that assessing and addressing barriers like knowledge, attitudes, and resources is important. Finally, it highlights that evaluating outcomes through quantifiable measures can help determine the impact of EBP changes on patient care.
This document discusses clinical practice guidelines (CPGs), including how they are developed based on evidence, how they can standardize care while allowing flexibility, and how to evaluate and implement them. It notes that CPGs systematically develop statements to guide regional diagnosis and treatment based on the best available evidence. While CPGs provide time-effective guidance, the commitment of caregivers is most important for successful implementation.
This document discusses key aspects of writing a successful grant proposal. It explains that grant proposals request funding for research or evidence-based projects by outlining specific aims, background, significance, methodology, budget, and personnel. Successful grant writers are passionate, meticulous planners who can persuade reviewers of a project's importance and address potential barriers. The most important initial question is whether a project meets the funding organization's application criteria. Proposals need compelling abstracts that explain why a project deserves funding and clearly written background and methodology sections. Common weaknesses that can lead to rejection are a lack of significance or novel ideas and inadequate description of study design.
The document discusses ethical considerations for evidence implementation and generation in healthcare. It outlines key ethical principles like beneficence, nonmaleficence, autonomy and justice. These principles form the foundation for core dimensions of healthcare quality according to the Institute of Medicine. The document also differentiates between clinical research, quality improvement initiatives, and evidence-based practice. It notes some controversies around applying different ethical standards to research versus quality improvement. Overall, the document provides an overview of how ethical principles guide evidence-based healthcare practices and quality improvement efforts.
[Introduce concept of conflict as being neither “good” nor “bad.”]
Conflict is generally understood to be defined by various authors as:
A clash in individuals’ or groups’ values, differences in beliefs, attitudes, and expectations (Conerly and Tripathi, 2004)
More than simple disagreements: Conflict arises from a strong sense, a feeling of incompatibility. It represents an escalation of everyday competition and discussion into an arena of emotional or even hostile encounters that puts a strain on personal or interpersonal tranquility, or both (Scott, 1990).
Conflict can be a strategic tool when addressed appropriately, and it can actually serve to deepen and develop human relationships (Porter-O’Grady, 2003).
Some of the first authors on organizational conflict (Blake & Mouton, 1964), for example, claimed that a complete resolution of conflict might not even be desirable and may in fact thwart the stimulation of growth and change for the better.
Why study conflict?
To maximize strengths within groups
To learn more about why individuals within groups choose/need conflict at some times more than others
To produce better outcomes, including patient-care related goals
Increasing our knowledge of the role stress plays within conflict is critical. Our society is known for being particularly stressful and stress-producing. We already know that stress leads to fatigue, which can lead to an increase in medical errors. Our culture within health care, furthermore, has been built on a tradition of secrecy, shame, and blame when it comes to our failure to prevent medical errors.
Gender differences exist and may explain at least in part why women are known for either avoiding or using compromise and why men may be known for aggressive techniques…none of which may completely solve a conflict.
Finally, our knowledge of the aeronautic, military, and submarine industries and the recent SBAR communication tools they have spawned (see IHI Website for additional information on SBAR) have focused on toolkits characterized by clear, succinct exchanges of information. Their widespread use is based on the premise that a stressful situation is more likely to lend itself to conflict and negative patient outcomes. Think about the last time you tried to convey information to a physician about a patient’s status: How did you feel? Were you anxious/nervous? Did you forget some critical details that you remembered too late? Was the physician hearing/acting upon what you were saying? Why or why not?
Frustration: Remember, when people or groups perceive that their goals may be blocked, they feel frustrated. This frustration may escalate into a stronger emotion, such as when people become angry or just give up. Have you ever seen someone get angry over nothing? If you have, then you have seen a misunderstanding based on someone’s inability to gauge the situation accurately. Suppose you did not discuss the patient’s treatment plan/care plan with him or her and (this happens frequently, unfortunately) when the patient does not carry out his or her part of the plan, you label this patient as “noncompliant” and feel frustrated that the patient is uncooperative, when in all likelihood, the patient had a completely different set of priorities at the start from those of the nurse. At the same time, the patient may view the nurse as controlling and insensitive. When such frustrations occur, it is a cue to stop and clarify the nature of major differences and make sure everyone is “on the same page.”
Conceptualization: I like the idea of the “snapshot” image; for example, when we see or are confronted with something, our mind forms a mental judgment about what actually happened. Everyone involved has an individual interpretation of what the conflict is and why it is occurring. Most often, these interpretations are different and involve the person’s own perspective, which is based on personal values, beliefs, and culture.
Regardless, conceptualization forms the basis for everyone’s reactions to the frustration. The way the individuals perceive and define the conflict has a great deal of influence on how creative those involved may be in trying to resolve the problem and what type of outcomes can come about.
For example, within the same conflict situation, some individuals may see the conflict itself as very threatening and may label everyone involved as “insubordinate” and become so angry at the threat to their role that they fall back on rigid adherence to policy and procedure.
Others may view conflict as trivial bickering and become critical of everyone involved, as in, "We've been over this subject already. Why can't you just drop it?" and complain or withdraw.
One can think about and consider many things when selecting an approach to resolving conflict: nature of the differences, underlying reasons, importance of the issue, strength of feelings, commitment, and goals involved. Preferred and previously effective approaches can be considered, but they need to match the situation. Not everyone has the same experiences nor the memory of the same conflict!
Sometimes, a third party may be introduced into a conflict so that mediation can occur. Mediation is a learned skill for which advanced training and/or certification is available. The mediator is usually an impartial helper who assists each party in the conflict to better hear and understand the other. Mediation is not so easy. In our American society, for example, much focus is placed on who can control whom with a lot of emphasis on winning. The successful individual involved in conflict resolution and negotiation often moves beyond winning, and even beyond avoidance, accommodation, and compromise, which are more about trying not to disturb the status quo.
In the nursing practice arena, often an added difficulty occurs in negotiating conflicts when at least one of the parties, which has historically been the physician when it comes to quality of care issues, is viewed to be (or views himself or herself) on an unequal or uneven playing field.