Conflict and negotiation 1
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This document defines conflict and negotiation, outlines the conflict process, and describes negotiation strategies. It discusses: - The 5 stages of conflict: latent, perceived, felt, manifest, and aftermath - 3 types of conflict: task, relationship, process - 2 approaches to negotiation: distributive vs integrative bargaining - Factors that influence negotiation such as personality, culture, gender - The roles of mediators, arbitrators, and conciliators in third-party negotiations
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The document provides an overview of a presentation on conflict management and negotiation. It defines conflict, outlines different views of conflict, and describes the conflict process in 5 stages - potential opposition, cognition/personalization, intentions, behavior, and outcomes. It also discusses negotiation strategies like distributive vs integrative bargaining, and tips for managing workplace conflict such as building relationships and focusing on problem-solving over changing people.
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Conflict is an inevitable part of organizational life that arises from incompatible goals, scarce resources, misunderstandings, and differences in priorities or perspectives. There are various approaches to conflict, from traditional views that see it as purely harmful, to more modern perspectives that recognize conflicts can have functional benefits if properly managed. The conflict process involves potential sources of opposition escalating to personalization of issues, expressions of intent, behaviors, and outcomes. Functional conflicts improve decision-making when focused on work tasks, while dysfunctional conflicts damage relationships and processes. Proper handling of conflicts through respectful communication and finding mutually agreeable solutions can help organizations optimally address differences.
Session 8 conflicts and negotiations n stress mgt
The document discusses organizational conflict and its management. It defines conflict as a struggle between incompatible goals, needs or people. There are different types of conflict, including cognitive, affective, intra-group and inter-group. Moderate conflict can benefit organizations by stimulating new ideas and solutions, while very high or low levels of conflict hinder performance. Effective conflict management involves addressing the source of conflicts and handling disputes in a constructive manner.
conflict and negotiation = bargaining
This document outlines key concepts around conflict and negotiation. It begins by defining conflict and outlining different views of conflict. It then distinguishes between functional and dysfunctional conflict, and describes the three types of conflict. The five stages of the conflict process are outlined, including potential opposition, cognition, intentions, behavior, and outcomes. Conflict management techniques are presented, along with distributive and integrative bargaining approaches. Cultural differences in negotiation styles are also briefly discussed.
Conflict resolution
The concept of conflict , being an outcome of behaviors, is an integral part of human life. Where ever there is interaction, there is conflict.
Conflict Management
This document discusses organizational conflict and types of conflict. It defines conflict as opposition or disputes between individuals, groups, or ideas. Conflicts can emerge within or between organizations. The document outlines various sources of conflict including organizational change, personality clashes, and differing values. It categorizes conflicts as individual, group, or organizational level and describes interpersonal and intrapersonal conflict in more detail. Both positive and negative effects of conflict are presented. The document concludes with discussing procedures for resolving conflicts such as diagnosing issues, identifying conflict handling modes, and allowing parties to settle issues through mediation or mutual problem solving.
Conflict resolution
This document provides an overview of conflict and conflict resolution. It defines conflict as differences in opinions, interests, or perceptions between two or more parties. It discusses traditional, human relations, and interactionist views of conflict. Conflict can be functional and promote performance or dysfunctional and hinder performance. The document outlines the stages of conflict (latent, perceived, felt, manifest) and levels (individual, group, organizational). It discusses strategies for resolving intra-group and inter-group conflict such as problem-solving, organization redesign, and appealing to superordinate goals. The document emphasizes the importance of managing conflict to achieve optimal organizational performance.
Conflict & Negotiation
The document outlines concepts related to conflict and negotiation including defining conflict, reviewing views of conflict, contrasting functional and dysfunctional conflict, outlining the conflict process, studying conflict handling orientations, comparing bargaining strategies, and identifying biases that hinder negotiations. It provides learning objectives and details each stage of the conflict process from potential opposition to outcomes. The document also discusses negotiation, bargaining strategies, and issues that can impact the negotiation process.
6 Ethical Conflict Management and NegotiationChapter Preview· .docx
6 Ethical Conflict Management and Negotiation
Chapter Preview
· Conflict in Organizational Life
· Becoming an Ethical Conflict Manager
· Step 1: Recognize the Differences Between Functional and Dysfunctional Conflicts
· Step 2: Manage Your Emotions
· Step 3: Identify Your Personal Conflict Style
· Step 4: Develop Conflict Guidelines
· Step 5: Employ Collaborative Conflict Management Tactics
· Step 6: Be Prepared to Apologize
· Resolving Conflict Through Ethical Negotiation
· Ethical Issues in Negotiation
· Adopt an Integrative Approach to Negotiation
· Combating Aggression and Sexual Harassment
· Types of Aggression
· Sources of Agression
· Resisting and Reducing Aggression
· Preventing Sexual Harassment
· Chapter Takeaways
· Application Projects
Conflict in Organizational Life
Conflict is a daily occurrence in every organization. Managers estimate that they spend between 20% and 40% of their time dealing with disagreements. Common sources of organizational conflict include these:1
· Interests: Benefits, budgets, organizational policies, office location, and other wants and needs
· Data: The best sources of information; the reliability or the interpretation of data
· Procedures: How to solve problems; how to make decisions; how to solve conflicts
· Values: How to prioritize interests and options; determining organizational direction
· Dysfunctional relationships: Those marked by distrust, disrespect, lack of integrity, and lack of mutual concern
· Roles: Expectations related to organizational roles; power imbalances between roles
· Communication: How something was said; emotions triggered by words; withholding information
Some observers believe that we can expect even more conflicts in the years to come.2 They note that there is growing pressure on organizations to innovate, change, and adapt. These pressures increase workloads and generate job insecurity. In a global society, the workforce is increasingly diverse, which produces more conflicts between those of different cultural backgrounds. Organizational members now work in different geographical locations and communicate over the Internet rather than face to face. These developments mean that miscommunication is more likely. As organizations empower groups to carry out projects, team members must manage the conflicts that come from working collaboratively.
Conflict experts Joyce Hocker and William Wilmot define conflict as “an expressed struggle between at least two interdependent parties who perceive incompatible goals, scarce resources, and interference from others in achieving their goals.”3 Conflict begins when the parties express their thoughts and feelings to each other through their behaviors. They engage in conflict because they depend to some degree on one another. The choices of one party affect the options of others, as when one employee’s choice of vacation time interferes with the vacation plans of a fellow worker. Wilmot and Hocker believe that the sources of conflict identi.
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The document provides an overview of Joanne Duffy's Quality Caring Model. It discusses Duffy's background, education, and career achievements. It then outlines the key concepts of the revised Quality Caring Model, including that humans exist in relationships, relationship-centered professional encounters, feeling cared for, and self-caring. The assumptions and propositions of the model are presented. The caring factors and relationships are explained, including with self, patients/families, healthcare team, and communities. The application and critique of the Quality Caring Model are also summarized.
Data collection
This document discusses different methods of data collection, including self-reports, observations, and biophysiologic measures. Self-reports involve participants responding to researcher questions through methods like questionnaires and interviews. Observations involve directly observing participant behaviors and characteristics. Biophysiologic measures assess clinical variables. Each method has advantages, like the amount of data self-reports can provide, but also disadvantages, such as potential biases in self-reports. The document provides details on developing and administering various self-report instruments.
aftermath
This document discusses caring for patients harmed by medical treatment. It notes that patients suffer physically and psychologically from their injuries as well as from poor handling of incidents. Injured patients need open disclosure, explanations, apologies and assurances to prevent future harm. However, disclosing errors is challenging for medical professionals due to fears of litigation and damage to reputation. The document recommends strategies like acknowledging the frequency of errors, providing peer and psychological support to staff, and training in disclosure and communication to help all parties cope after adverse events.
Evolution of quality of nursing care
This document discusses the evolution of quality in nursing care from the past to present. In the past, quality focused on inspection and detection of defects. It later evolved to include statistical process control and quality assurance programs. Today, quality emphasizes total quality management through continuous improvement, innovation, error prevention, and staff development across all levels and divisions of an organization. The goal is to consistently meet and exceed customer needs and improve patient services and outcomes.
Groups and teams
The document discusses groups and teams. It defines groups and identifies formal and informal groups. It outlines the five stages of group development and discusses the role of the leader in each stage. It also discusses types of teams like problem-solving teams, self-managed work teams, cross-functional teams, and virtual teams. Key differences between work groups and work teams are that work groups share information while work teams generate synergy through coordinated effort.
Managing conflict and building team, delegation and
Managing conflict and building teams involves defining conflict, understanding its causes and types, and employing effective conflict management and team building strategies. The document outlines conflict processes, causes, and management roles and functions. It also discusses team building, delegation strategies and common errors. Effective leaders model collaboration, set clear goals, empower and support delegates, and facilitate team processes to resolve conflicts and accomplish goals.
Introduction of nurses executive function in hospitals
Nursing administration has evolved from overseeing clinical services to managing complex healthcare delivery systems. The role of the nurse administrator/executive involves designing, facilitating, supervising, and evaluating systems to educate and employ nurses according to standards of practice. Nurse administrators require graduate degrees and demonstrate leadership, communication, and business competencies. As members of senior healthcare leadership, they facilitate quality care delivery, build staff relationships, and advance the nursing profession.
Data management
Data management involves collecting, storing, and processing data to transform it into useful information. Ensuring data integrity is important to make appropriate decisions. Techniques to reduce errors include educating staff, system prompts, verification, data mining, and data cleansing. Nursing informatics involves managing nursing data and information to support patient care through roles like project manager, consultant, educator, researcher, and chief information officer.
Conflict
This document defines conflict and outlines its types and common causes. It discusses intrapersonal, interpersonal, and intergroup conflicts. Common causes of organizational conflict include poor communication, unclear expectations, individual behaviors, conflicts of interest, and diversity. The document presents the GRID model for managing conflict and references leadership and management textbooks.
Motivation
This document discusses work motivation and its key elements. It defines motivation and explores theories like need theory, expectancy theory, and equity theory. Motivation has three main elements: direction of behavior, level of effort, and level of persistence. Motivation alone does not determine performance, as other factors also influence it. The document also examines motivation strategies employers can use, like job rotation, job enlargement, and job enrichment. Money is an important motivating factor as it satisfies many needs, though it does not intrinsically motivate on its own. Overall, the document provides an overview of the concept of work motivation and the main factors that influence employee motivation and behavior in organizations.
Job analysis and job designs
Job analysis, job design, job descriptions, and job evaluations are important human resource processes. Job analysis identifies the tasks and requirements of a job. Job design determines how work is performed. Job descriptions define duties and expectations. Job specifications list qualifications. Job evaluation establishes the relative value of jobs through systematic analysis of factors like skills, responsibilities, and decisions. Together, these processes help define jobs and compensation.
Human resource management theories
This document outlines several prominent theories of human resource management. It discusses early developments in the field and defines human resources as the people who operate an organization. Several theories are then summarized, including resource-based theory, organizational life cycle theory, strategic contingency theory, and human capital theory. Overall, the theories aim to improve job performance and worker motivation through more efficient management practices.
Career development and training
Career development involves assessing one's skills and interests to further their work identity over various career stages. There are typically three career phases for nurses: promise (early career), momentum (middle career), and harvest (late career). Organizations should support career development through career paths, performance assessments, training, and challenging assignments. Effective career coaching involves gathering employee data, discussing future opportunities, and setting a career plan. Barriers to career development can include personal and financial factors, family obligations, age perceptions, and lack of organizational support.
Workplace violence
Workplace violence is a significant issue in healthcare organizations. It can include physical or psychological violence such as hitting, pushing, verbal abuse, bullying, and harassment. Sources of violence include physicians, patients, and family members. Factors that contribute to workplace violence are a history of violence, poor environmental design, understaffing, and lack of security and policies. The impact of violence includes medical, psychological, and socioeconomic consequences for staff as well as decreased quality of care and increased costs for organizations. Management of violence involves clear policies, communication, training, addressing incidents immediately, and creating a culture where violence is not tolerated.
Tools for evaluation operations and care delivery system
The document discusses tools for evaluating healthcare operations and delivery systems. It covers principles of controlling like establishing standards, measuring performance, comparing to standards, and taking corrective actions. Traditional nursing care delivery systems like private duty, functional, team, and primary nursing are described. Current models emphasize patient-centered care, accountability, and multidisciplinary collaboration. Effective nursing leadership is needed to design innovative care delivery models that improve quality, efficiency and financial outcomes while meeting patient needs.
Ethical issues
This document discusses ethical issues in nursing. It defines ethics and codes of ethics, including the American Nurses Association code which outlines 9 principles. Common nursing ethics dilemmas are discussed, such as informed consent, cultural diversity, and workplace issues. Ethical principles of autonomy, beneficence, non-maleficence, and justice are explained. The document also covers moral problems nurses may face like uncertainty, dilemmas, and distress. It provides examples of how nurses can clarify ethical decisions and discusses nurse executive behaviors and use of ethical power.
American organization of nurse executives (aone)
The document discusses nurse executive competencies as defined by the American Organization of Nurse Executives (AONE). It outlines that competency refers to the abilities needed to fulfill a particular role, and involves integrating knowledge, skills, abilities, and judgment. The AONE Nurse Executive Competencies detail the skills, knowledge, and abilities that guide nurse leaders in executive practice regardless of their title, education level, or setting. These competencies include communication and relationship building, knowledge of the healthcare environment, leadership, professionalism, and business skills.
Human resource management theories
This document outlines several prominent theories of human resource management. It discusses early developments in HR education and functions. Key theories summarized include resource-based theory, which views employees as valuable resources; organizational life cycle theory, which proposes organizations progress through stages; and strategic contingency theory, which argues organizational strategies depend on the environment. The document also examines transaction cost theory, general systems theory, human capital theory, and agency theory among others. Overall, the theories aim to improve job performance and worker motivation through more efficient and effective human resource practices and management.
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Conflict and negotiation 1
- 1. Conflict and Negotiation By Sara M. aljanabi KAU- 1801395
- 2. outlines - Definition of conflict and organizational conflict - type of conflict - The conflict process - Definition of negotiation - Bargaining strategies - Negotiation process - Third-party negotiations
- 3. Conflict the internal or external discord that results from differences in ideas, values, or feelings between two or more people.
- 4. Conflict is also created when there are differences in economic and professional values and when there is competition among professionals.
- 5. ORGANIZATIONAL CONFLICT The struggle that arises when the goal- directed behaviour of one person or group blocks the goal directed behaviour of another person or group.
- 6. Common Causes of Organizational Conflict • poor communication • inadequately defined organizational structure • Individual behaviour (incompatibilities or disagreements based on differences of temperament or attitudes) • Unclear expectations • Individual or group conflicts of interest • Operational or staffing changes • Diversity in gender, culture, or age
- 7. type of conflict type of conflict—whether it’s connected to task, relationship, or process.
- 8. Task conflict relates to the content and goals of the work. Relationship conflict focuses on interpersonal relationships. Process conflict relates to how the work gets done.
- 10. Stage I: Latent conflict latent conflict, implies the existence of antecedent conditions such as short staffing and rapid change. In this stage, conditions are ripe for conflict no conflict has actually occurred and none may ever occur. Much unnecessary conflict could be prevented or reduced.
- 11. Stage II: perceived conflict If the conflict progresses, perceived conflict. is intellectualized and often involves issues and roles. The person recognizes it logically and impersonally as occurring. conflict can be resolved at this stage before it is internalized or felt.
- 12. Stage III: felt conflict felt conflict, occurs when the conflict is emotionalized. Felt emotions include hostility, fear, mistrust, and anger. It is also referred to as affective conflict. It is possible to perceive conflict and not feel it (e.g., no emotion is attached to the conflict, and the person views it only as a problem to be solved). A person also can feel the conflict but not perceive the problem (e.g., he or she is unable to identify the cause of the felt conflict).
- 13. Stage IV: manifest conflict manifest conflict, also called overt conflict, action is taken. The action may be to withdraw, compete, debate, or seek conflict resolution.
- 14. Stage V: conflict aftermath is conflict aftermath. There is always conflict aftermath—positive or negative. If the conflict is managed well, people involved in the conflict will believe that their position was given a fair hearing. If the conflict is managed poorly, the conflict issues frequently remain and may return later to cause more conflict.
- 15. •- Issue is more important than the relationship - it’s my way ! - arbitration - win -lose •-both relationship &issue not important -No worth wasting my time ! -it is not my problem! -lose - lose • -both relationship &issue equally important -let’s talk about it! -Negotiation -mediation -win-win • -Relationship more important than the issue. -Have it your way! -Lose-win Accommodation Collaboration CompetitionAvoidance relationship relationship issueissue compromise ConflictmanagementGRID
- 16. Negotiation negotiation a process that occurs when two or more parties decide how to allocate scarce resources.
- 17. Strategies There are two general approaches to negotiation— distributive bargaining and integrative bargaining . distributive bargaining Negotiation that seeks to divide up a fixed amount of resources; a win–lose situation. integrative bargaining Negotiation that seeks one or more settlements that can create a win–win solution.
- 18. Distributive Versus Integrative Bargaining
- 19. Negotiation Process (1) preparation and planning. (2) Definition of ground rules. (3) clarification and justification. (4) bargaining and problem solving. (5) closure and implementation.
- 20. Individual Differences and Negotiation Four factors influence how effectively individuals negotiate: personality, mood/emotions, culture, and gender.
- 21. Personality Traits in Negotiation if you know something about his/her personality, Can you predict an negotiating tactics? Moods/Emotions in Negotiation Influence negotiation, but the way they do appears to depend on the type of negotiation.
- 22. Culture in Negotiations Do people from different cultures negotiate differently? People generally negotiate more effectively within cultures than between them. In cross-cultural negotiations, it is especially important that the negotiators be high in openness. Negotiators need to be especially aware of the emotional dynamics in cross-cultural negotiation.
- 23. Gender Differences in Negotiations Men and women negotiate differently and these differences affect outcomes. There is some point to the popular stereotype that women are more cooperative, pleasant, and relationship-oriented in negotiations than are men. These gender differences can be lessened at both the organizational and individual level.
- 24. Third-Party Negotiations When individuals or group representatives reach a stalemate and are unable to resolve their differences through direct negotiations, they may turn to a third party. A mediator An arbitrator A conciliator
- 25. mediator A neutral third party who facilitates a negotiated solution by using reasoning, persuasion, and suggestions for alternatives. arbitrator A third party to a negotiation who has the authority to dictate an agreement.
- 26. conciliator A trusted third party who provides an informal communication link between the negotiator and the opponent.
- 27. • Discuss the conflict stage and explain how to solve it. Give one example of conflict and how you solve it.
- 28. References Organizational Behaviour, Stephen P. Robbins and Timothy A. Judge, Prentice Hall. Leadership Roles and Management Functions in Nursing Theory and Application, Bessie L. Marquis and Carol J. Huston, Lippincott Williams.