This document discusses conflict management and disciplinary actions. It defines conflict and describes the types as interpersonal, intrapersonal, intergroup, and intragroup. Pondy's model of conflict is explained as having stages of latent conflict, perceived conflict, felt conflict, manifest conflict, and conflict aftermath. Negotiation is described as the stage where parties discuss and reach consensus. Conflict management styles like competing, collaborating, compromising, avoiding, and accommodating are outlined. Strategies for conflict management include modifying task relationships, organizing training, and improving communication skills. The document also lists minor penalties like censure and major penalties like compulsory retirement for disciplinary actions. The disciplinary process involving an enquiry committee, enquiry report

1. CONFLICT MANAGEMENT
&
DISCIPLINARY ACTIONS
Prof Dr Nilima Sonawane
Principal
Institute of Nursing Education,
Mumbai
sonawanenilima09@gmail.com

2. Getting good players is Easy , Getting’ them to play
together is the hard part”.
- Casey Stengel .

3. Definition:-
Conflict can be defined as an expressed struggle
between at least two interdependent parties, who
perceive that incompatible goals, scare resources, or
interference from others are preventing them from
achieving their goals.
- Wilmot & Hocker

4. TYPES OF CONFLICTS
• Interpersonal Conflict.
• Intrapersonal Conflict.
• Intergroup Conflict.
• Intragroup Conflict.

8. The Conflict Process:- (Pondy’s Model)

9. Latent conflict:-
The first stage in the conflict process, latent conflict,
implies the existence of antecedent conditions such as
short staffing and rapid change. In this stage, conditions
are ripe for conflict, although no conflict has actually
occurred and none may ever occur. Much unnecessary
conflicts could be prevented or reduced if managers
examined the organization more closely for antecedent
conditions.

10. Perceived conflict:-
If the conflict progresses, it may develop into the second
stage: perceived conflict. Perceived or substantive conflict
is intellectualized and often involves issues and roles. The
person recognizes it logically and impersonally as
occurring. Sometimes, conflict can be resolved at this stage
before it is internalized or felt.

11. Felt Conflict:-
The third stage, 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. A
person also can feel the conflict but not perceive the
problem.

12. Manifest conflict:-
Both parties try to get back at each other. There is fighting
and open aggression as well as passive aggression.
Adversarial behaviour (jealousy, hatred, anger and
frustration, apathy, rigid rules adherence, and violence) is
exhibited, leading to stress and threat, which in turn
increases emotional responses and negative arousal.

13. Conflict aftermath:-
It is the last stage in the conflict. It results if
conflicts remain unsolved by the manifest stage,
and it may affect the organization adversely. The
conflicts solved before this stage will prove
decisive.

14. Negotiation stage:-
During this stage, both parties discuss, negotiate, and reach
a consensus to resolve the conflict. They realize the
emotional intensity and attachment and agree to negotiate.
This stage is the de escalation stage; both parties
compromise and bargain for any kind of settlement.

15. Conflict management is the practice of being
able to identify and managing conflicts
sensibly, fairly, and efficiently. It is the process
of dealing with (perceived) incompatibilities or
disagreements arising from, for example,
diverging opinions, objectives, and needs.

16. Conflict Management:-
Different managerial styles in handling conflicts:-
(Kilmann and Thomas)

17. Competing:-
The competing way is helpful in situations where there is a need to
make a quick decision and handle vital issues. The competing
managers are highly assertive but uncooperative with subordinates.
They make their own decisions without listening to other views.
They use arguments, position power, assert feelings, and opinions of
subordinates, and have a rationale for their actions.

18. Collaborating:-
Collaborative mode is useful in a
situation involves constructing an
integrative solution through
compromise, improving the
relationship, and having
commitment. The collaborative
managers are highly assertive and
cooperative. They try to use a
win-win strategy to solve
conflicts.

19. Compromising:-
The compromising mode is appropriate
in situations while dealing with issues
of moderate importance, and both
parties have equal power status. It is
also suitable to resolve conflicts
temporarily due to time constraints or if
there is a strong commitment to resolve
the dispute. The compromising
managers are both moderately assertive
and cooperative. They use a lose-lose
strategy or both parties are winning.

20. Avoiding:-
• The avoiding strategy is
useful in situations when
conflicts are likely to solve
without any intervention. It
is a form of avoidance,
denial and postponement
strategy. Avoiding managers
ignore the conflict without
intervening in the cause of
conflict.

21. Accommodating:-
The accommodating strategy is useful when the outcome
of the solution is of profound importance. It is also helpful
to develop performance, create goodwill, or keep the
peace. The accommodating managers favour their
subordinates without setting their own goals. They are less
assertive and confident but highly cooperative. It is useful
to resolve the problem immediately; but in the long run, it
may create a problem.

22. Conflict Management/Resolution Strategies:-
Conflict management techniques depend on the problem source.
Following are the management strategies:
1. By modifying task relationships:-
■ Organizational restructuring: Try to analyze the problem, and if it
is found that the issues are related to organizational structure such as in
communication, hierarchical relationship, or in reporting, try to modify
the structural variables to reduce the communication and measurability
problems.
■ Increasing integration: To overcome disputes related to resources
and subunit orientations, integrate processes such as task forces, teams,
and individual roles.

23. ■Change in hierarchy and decentralizing authority:-
Use democratic leadership and top-bottom approach to involve
employees in decision-making and make them accountable. Conflict
reduces because employees know their superiors.

24. 2.Organize in-service training on conflict and conflict
management:-
All health-care institutions must organize in-service training programs
on conflict and conflict management for health-care providers. It
should be a part of their training. Training must include basic conflict
principles and approaches and practical skill practice on conflict
resolution skills such as in negotiation, mediation, and facilitation.

25. 3. Improve communication skills:-
Communication is at the heart of conflict and conflict resolution.
The health care providers must use active listening by hearing,
understanding, repeating, or reframing what the other person is
saying. Ensure that another person must understand the message
clearly.

26. 5. Modify the behaviour and attitude of individuals:-
Be proactive instead of reactive
Control anger
Try to make people realize their mistakes indirectly
Admit mistakes and poor decisions if taken
Develop a conducive environment
Develop a system to resolve the
conflict
Use a third-party negotiator
Make a policy to
exchange/rotate/terminate

27. DISCIPLINARYACTION

28. MINOR PENALTIES
• Censure
• Withholding the promotion
• Recovery of the Loss
• Withholding of increments
or pay

29. MAJOR PENALTY
• Reduction to a lower stage pay for specific period
• Reduction to a lower time-scale for pay ,grade ,post
or service
• Compulsory retirement
• Non Promotion
• Reversion from higher service
• Compulsory retirement
• Termination of service

30. DISCIPLINARYAUTHORITY

31. ENQUIRY

32. PROCEEDING ENQUIRY COMMITTEE

33. ENQUIRY REPORT

34. ACTION ON THE ENQUIRY REPORT

35. COMMUNICATION OF ORDER & APPEAL

36. APPEALS

37. REVIEW & REVISION

39. Thank you
Prof Dr Nilima Sonawane
Principal
Institute of Nursing Education, Mumbai