The document discusses conflict management in healthcare organizations. It begins by defining conflict and describing its causes and effects. It then explains different types and levels of conflict that can occur between individuals, groups, and organizations. The document outlines several models of conflict processes and various strategies for managing and resolving conflicts, including avoiding, accommodating, compromising, problem solving and collaborating. It emphasizes the importance of open communication and a participatory leadership style for addressing conflicts in hospital settings.

1. Ms. Gautami S. Tirpude
S.Y.MSc Nursing,
B.V.C.O.N,Pune.
SEMINAR ON
CONFLICT
MANAGEMENT

2. AIM
At the end of the seminar the group
will be able to gain indepth
knowledge regarding conflict
management.

3. SPECIFIC OBJECTIVES
At the end of the seminar the group
will be able to:
Define Conflict.
Explain level and types of conflict.
List down causes of conflict.
Enlist positive & negative effects of
conflict
Describe conflict process.

4. CONTD….
Explain Conflict management.
Discuss the recent researches
related to conflict management.

5. INTRODUCTION
•Conflict is generally defined as the
internal or external discord that
results from differences in ideas,
values, or feeling between two or
more people.
•Organisation conflict often result
when there is disagreement between
two or more individuals in an
organization.

6. Concept....
*Conflict can be defined in many ways and can
be considered as an expression of hostility ,
negative attitudes , aggression , rivalry and
misunderstanding .
*Conflict may emerge between different
organisations or within organisations , or
between organisations and their social and
political environments .

7. DEFINITION OF CONFLICT
-According to Joe Kelly , “ Conflict is defined as
opposition or dispute between persons, groups or
ideas ”.
-According to Follett, “ Conflict is the
appearance of difference , difference of
opinions, of interests ” .
-A conflict is serious disagreement or argument
between two or more persons.

8. GENERAL CAUSES OF CONFLICTS
•Scarcity of resources (finance, equipment,
facilities, etc)
•Different attitudes, values or perceptions.
•Disagreements about needs, goals, priorities
and interests
• Poor communication
•Poor or inadequate organizational structure
•Lack of teamwork
•Lack of clarity in roles and responsibilities

9. Levels of Conflict
Individual Level
Conflict
Group Level Conflict Organizational level
Conflict
Intra
Individual
Conflict
Inter
Individual
Conflict
Inter
Group
Conflict
Intra
Group
Conflict
Inter
Organisational
Conflict
Intra
Organisational
Conflict

10. TYPES OF CONFLICTS
Intrapersonal conflict: an intrapersonal
conflict occurs within an individual in situations
in which he or she must choose between two
alternatives.

11. EXAMPLE
A father or mother tries to make a decision whether
he/ she is to stay with the family or take a job in
another place or country to get a better life for the
family.

12. TYPES OF CONFLICTS (cont..,)
Interpersonal conflict: is conflict between two
or more individuals.. The person experiencing
this conflict may experience opposition in
upward, downward, horizontal, or diagonal
communication

13. Organizational conflicts: conflict
also occurs in organization because of differing
perceptions or goals.
It may be intrapersonal or interpersonal,
but they originate in the structure and function of
the organization.
Role ambiguity occurs when employees
do not know what to do, how to do it, or what
the outcomes must be
Role conflict A situation in which a person
is expected to play two incompatible roles.

14. Intergroup conflict

15. Analysing Interpersonal conflicts
•Johari window is a technique that helps people better understand their
relationship with themselves and others.
•(Joseph Luft and Harry Ingham)

16. Johari windowfourregions
1. OPEN AREA: The information about the person his
attitudes, behaviour, emotions, feelings ,skills , and
views will be known by the person as well as by
others.

17. 2. BLIND SELF/BLIND SPOT:
Information about yourselves that others
know in a group but you will be unaware
of it.
• Others may interpret yourselves differently
than you expect.
• The blind spot is reduced for an efficient
communication through seeking feedback
from others.

18. 3. Hidden area
•Information that is known to you but will be kept
unknown from others.
•This can be any personal information which you
feel reluctant to reveal.
•This include feelings, past experiences, fears,
secrets etc.
•We keep some of our feelings & information as
private as it affects the relationships.

19. •4. UNKNOWN AREA
•The information which are unaware to
yourselves as well as others.
•This includes the information, feelings,
capabilities, talents etc.
•The person will be unaware till he
discovers his hidden qualities &
capabilities or through observation of
others.

20. ORGANIZATIONAL CONFLICT PROCESS
Pondy’s Model (1967) of conflict development.
called antecedent•Latent conflict (also
conditions).
•Perceived conflict
•Felt conflict
•Manifest conflict
•Conflict resolution or conflict management
•Conflict aftermath.

21. STAGE 1:LATENT CONFLICT. There are five
sources or conditions that provide potentials for
conflict: interdependence, difference in goals and
priorities ,bureaucratic factors ,incompatible
performance, performance criteria , competition for
scarce resources.

22. STAGE 2:PERCIEVED CONFLICT.
One or more unit of the parties become aware
of conflict and begin to analyse it. when a
unit percieves its goals to be obstructed.
STAGE 3:FELT CONFLICT.
In this stage, cooperation between units
decreases and small problems escalates into
huge conflict. Thus organisational
effectiveness declines.

23. MANIFEST CONFLICT:
Units try to get back at each other . There is
fighting and open aggression as well as
passive aggression.
STAGE 5:CONFLICT AFTERMATH.
Conflict is resolved in some way . If sources
of conflict are not resolved , the dispute will
arise again . If resolved before the manifest
stage , conflict will result in positive math.

24. -Conflict has both and effect.
-It can be positive when it encourages creativity, new
looks at old, the clarification of points of view, and
the development of human capabilities to handle
interpersonal differences.
-Conflict can be negative when it creates resistance
to change, establishes turmoil in organisation or
interpersonal relations fosters distrust, builds a
feeling of defeat, or widens the chasm of
misunderstanding.
ect.

25. Positive Effects of
Conflict
 Acts as Motivating Factor : Motivate individuals
to do better and to work harder. One’s talents and
abilities come to the forefront in a conflict
situation.
 Acts as Need Satisfier : Satisfy certain psychological
needs like dominance, aggression, esteem and ego and
thereby provide an opportunity for the constructive
use and release of aggressive urges.

26. CONT…
 Introducing Variety: Add variety to one’s
organisational life, otherwise work life would be dull
and boring.
 Create Understanding: Facilitate an understanding
of the problem, people and interrelationships between
people, better coordination among individuals and
departments, in addition to strengthening intra- group
relationships, etc.

27. Negative Effects of Conflict
 Drop in Productivity : Allowing a conflict to
continue means that employee attention becomes
more focused on the conflict and not on productivity.
 Lack of Direction: Conflict can sometimes arise
when management is unable to communicate the
direction of the company to employees. Conflict will
erupt as employee are allowed to interpret changes
within the company in their own way.

28. CONT…
 Lack of New Ideas: Groups in conflict tend not to
collaborate on new ideas. When conflict goes
unresolved it can be difficult to create new ideas, the
company needs to solve problems it is facing.
 Affects Quality of Work: If conflict is allowed to go
on long enough, the parties involved may begin to
show more interest in the conflict than in doing their
jobs properly. Product quality can suffer and in some
cases the safety of the employees can be jeopardy as
well.

29. EFFECTS OF
CONFLICT IN
ORGANIZATION

30. SIGNS OF CONFLICT BETWEEN
INDIVIDUALS
•Colleagues not speaking to each other or ignoring
each other
•Deliberately undermining or not co-operating with
each other, to the downfall of the team

31. CONFLICT MANAGEMENT
•Identify the boundaries of the conflict, the areas of
agreement and disagreement, and the extent of each
person's aims.
•Understand the factors that limit the possibilities of
managing the conflict constructively.
•Be aware of whether more than one issue is
involved.
•Be open to the ideas, feelings, and attitudes expressed
by the people involved.
•Be willing to accept outside help to mediate the
conflict.

32. CONFLICT-MANAGEMENT STRATEGIES
It is important to take action as soon as a conflict
surfaces so that bad feelings will not linger and grow.
Three over-all frameworks for conflict management
are
oDefensive
oCompromise
oCreative problem-solving modes.

33. DEFENSIVE MODE
The defensive mode produces feelings of winning in
some and loss in others.
The following ways to defensively solve a problem.
•Separate the contending parties.
•Suppress the conflict.
•Restrict or isolate the conflict
•Smooth it over or finesse it through an organizational
change.
•Avoid the conflict to diminish the destructive effects.
CONFLICT-MANAGEMENT STRATEGIES

34. CONFLICT-MANAGEMENT STRATEGIES
COMPROMISE.
With a compromise each party wins something and
loses something.."
CREATIVE PROBLEM SOLVING.
Use of a creative problem-solving mode produces
feelings of gain and no feelings of loss for all conflict
participants.

35. CONFLICT-MANAGEMENT STRATEGIES
(cont..)
As part of the creative problem-solving process, the
following five steps for conflict management can be
identified:
•Initiate a discussion, timed sensitively and held in an
environment conducive to private discussion.
•Respect individual differences.
•Be empathic with all involved parties.
•Agree on a solution that balances the power and
satisfies all parties, so that a consensus on a win-win
solution is reached

36. CONFLICT-MANAGEMENT STRATEGIES
(cont..)
•Have an assertive dialogue that consists of separating
facts from feelings, clearly defining the central issue,
differentiating viewpoints, making sure that each
person clearly states their intentions, framing the main
issue based on common principles, and being an
attentive listener consciously focused on what the
other person is saying.

37. CONFLICT-RESOLUTION STRATEGIES
•Avoiding: This is the strategy of avoiding conflict at
all costs. Some people never acknowledge that a
conflict exists.
•Withholding or withdrawing: In this avoidance
strategy, one party opts out of participation. They
remove themselves from the situation. This does not
resolve the conflict. However, this strategy does give
individuals a chance to calm

38. CONFLICT-RESOLUTION STRATEGIES (cont…)
•Accommodating: Accomodation involves giving in
to the other’s wishes or smoothing the choppy waves
of conflict.
•Accomodation sacrifices one’s own goals for the
sake of the other person.
•Accomodators often use phrases like:”Whatever you
want is fine with me”.

39. CONFLICT-RESOLUTION STRATEGIES (cont…)
•Smoothing over or reassuring: This is the strategy
of saying "Everything will be OK." By maintaining
surface harmony, parties do not withdraw but simply
attempt to make everyone feel good.

40. CONFLICT-RESOLUTION STRATEGIES (cont…)
•Competing: This is an assertive strategy where one
party's needs are satisfied at the other's expense.
Competing is an all-out effort to win at any cost.
Applying for a job is a form of competition.
•Compromising: This strategy is called "splitting the
difference." In compromising each party gives up
something it wants. It is useful when goals or values
are markedly different. It is a staple of conflict
management.

41. CONFLICT-RESOLUTION STRATEGIES (cont…)
Confronting: This technique is called assertive
problem solving and is focused on the issues.
Individuals speak for themselves, but in a way that
decreases defensiveness and allows another person to
hear the message. It is a staple of conflict management
but requires courage

42. Collaborating: This is an assertive and
cooperative means of conflict resolution that
results in a win-win solution. It is a strategy in
which the parties work together to find a
mutually satisfying solution. It is invoked with
the phrase "Two heads are better than one." True
collaboration requires mutual respect; open and
honest communication; and equitable, shared
decision-making powers.
CONFLICT-RESOLUTION STRATEGIES (cont…)

43. CONFLICT-RESOLUTION STRATEGIES (cont…)
•Bargaining and negotiating:
This is the process where mandated representatives
of groups in a conflict situation meet together in
order to resolve their differences & to reach
agreement.
•Problem solving: This strategy's goal is to try to find
an acceptable, workable solution for all parties. It is
designed to generate feelings of gain by all parties.
The problem-solving process is employed to reach a
mutually agreeable solution to the conflict.

44. HOW TO PREVENT CONFLICTS IN MEDICAL
PROFESSIONALS
•Frequent meeting of your team
•Allow your team to express openly
•Sharing objectives
•Having a clear and detailed job description
•Distributing task fairly
•Never criticize team members publicly
•Always be fair and just with your team
•Being a role model

46. ABSTRACT :-This study aimed to
understand the main conflicts experienced by
nurses-leaders in the hospital environment, as
well as the strategies adopted to face them.
The study reflects a qualitative descriptive
type approach, which was used in the case
study as research strategy. The study included
25 nurses who worked in three hospitals in
the city of Florianopolis, Santa Catarina.
RESEARCHES

47. Information where obtained in the months of May to
December of 2010 through semi-structured interviews,
non-participant observation and dialogical workshops.
Data were analyzed using the Thematic Analysis. The
results demonstrated the predominant of interpersonal
conflicts involving the multidisciplinary team, nurses
and the nursing staff . Adopting a participatory
leadership, based on dialogue emerges as a strategy for
coping with conflicts in the hospital environment.

50. Joginder Vati Principles and practice of Nursing
Management and Administration for Bsc and Msc
Nursing Jaypee Brothers and Medical Publishers Private
Limited New Delhi First Edition-2013,pageNo.287-295.
Clement,”Management of nursing services and
education,Elseiver publishers,first edition,page no.287-
295.
BT Basavanthappa Text book of Nursing
Administration,Jaypee Brothers and Medical Publishers
Private limited New Delhi Second Edition-2011.Page
no.515-525.
BOOKS

51. Rusell C.’’ Text book of Introductory Management
And Leadership for Nurses,Jones and Barlett
Publishers,second edition page no.569-589.
Ann Marriner Tomey,Text book of Nursing
Management AND leadership,Mosby publisher,Seventh
edition,page no.143-166.
Bessie L.Marquis,Text book of leadership role and
management Functions in Nursing Theory and
Application,fourth edition Lippincott Publisher,Page
no.389-411.
 Textbook on Nursing Management,Padmashree
Institute Of Nursing,M.Sc. (Nursing) II Year Batch:2009-
2011.

52. WEBSITES:
•https://digitalcommons.usu.edu/unf_research/45/
•https://www.slideshare.net/bhaskardiwakar/conflic
t-management-11475906
•https://www.slideshare.net/resmigs/conflict-
management-45003257