The document discusses various topics related to conflict management. It defines conflict and describes its sources and components. It outlines consequences of conflict, both good and bad. Conflict handling styles like avoiding, compromising, competing, accommodating, and collaborating are presented. The document also discusses responding to grievances, nature of stress, and strategies for managing stress at the organizational and individual level. Managing conflict, addressing grievances, and reducing stress are important for team and project success.
A short informatic about resolving conflict in the nursing profession. Pertinent for new nurses and older nurses, as well as other healthcare professionals.
In this presentation we will cover -
1. What is conflict?
2. Sources of Conflict
3.Symptoms of conflict
4. Levels of Conflict
5.Stages of conflict
6.Conflict Thoughts
7. Conflict Resolution Styles
8.How to achieve win-win out comes?
I hope this presentation is helpful to you! :)
A short informatic about resolving conflict in the nursing profession. Pertinent for new nurses and older nurses, as well as other healthcare professionals.
In this presentation we will cover -
1. What is conflict?
2. Sources of Conflict
3.Symptoms of conflict
4. Levels of Conflict
5.Stages of conflict
6.Conflict Thoughts
7. Conflict Resolution Styles
8.How to achieve win-win out comes?
I hope this presentation is helpful to you! :)
Facts about conflict,Four Basic Elements of Conflict,Conflict Indicators,Resolving Conflict,Common ways of Dealing with Conflicts among others are highligthed.
In presentation nine, one of the most important thing to gain control over is yourself, especially in a hospital setting where emotions may be running high. This presentation demonstrates the ideal ways to handle conflict in any environment, but especially in a hosptial scenario.
Conflict management in health care organizationhawraz Faris
Conflict is defined as an interactive process manifested in incompatibility, disagreement, or dissonance within or between social entities (i.e., individual, group, organization, etc.).
Friction, disagreement, or discord arising within a group when the beliefs or actions of one of more members of the group are either resisted by or unacceptable to one or more members of another group
….peace is not the absence of conflict but the presence of creative alternative for responding to conflict-alternatives to passive or aggressive responses, alternatives to violence.
Conflict management is the process of limiting the negative aspects of conflict while increasing the positive aspects of the conflict. The aim of conflict management is to enhance learning and group outcomes, including effectiveness or performance in an organizational setting.
Facts about conflict,Four Basic Elements of Conflict,Conflict Indicators,Resolving Conflict,Common ways of Dealing with Conflicts among others are highligthed.
In presentation nine, one of the most important thing to gain control over is yourself, especially in a hospital setting where emotions may be running high. This presentation demonstrates the ideal ways to handle conflict in any environment, but especially in a hosptial scenario.
Conflict management in health care organizationhawraz Faris
Conflict is defined as an interactive process manifested in incompatibility, disagreement, or dissonance within or between social entities (i.e., individual, group, organization, etc.).
Friction, disagreement, or discord arising within a group when the beliefs or actions of one of more members of the group are either resisted by or unacceptable to one or more members of another group
….peace is not the absence of conflict but the presence of creative alternative for responding to conflict-alternatives to passive or aggressive responses, alternatives to violence.
Conflict management is the process of limiting the negative aspects of conflict while increasing the positive aspects of the conflict. The aim of conflict management is to enhance learning and group outcomes, including effectiveness or performance in an organizational setting.
ReadySetPresent (Conflict PowerPoint Presentation Content): 100+ PowerPoint presentation content slides. We often frown upon conflict situations in the work place because we assume that their outcome is always negative. However, this is often not always true. Conflict can also be turned into a positive force that can increase personal and organizational effectiveness. 100+ PowerPoint presentation content slides. Conflict PowerPoint Presentation Content slides include topics such as: the definition of conflict, 10+ slides on symptoms and causes of conflict, 5 methods to handle conflict, 10 slides on group conflict and causes, 10 slides with ways to address conflict: ignoring - stifling, defusing, organizational conflict: positive and negative aspects, 4 stages of conflict management, 20+ slides on organizational conflict and conflict management strategies, 17 points on how to overcome deadlocks, 5 types of conflict deadlocks each with causes and techniques to handle: relationship - data - value - interests - structural, conflict models, strategies, 20+ tips, how to’s and more!
THE SEVEN C’S IN NURSE/PHYSICIAN RELATIONSHIP - By Joyce Asaborstuber111
Joyce Asabor, a registered nurse from NY has prepared a presentation on the Seven C's in Nurse/Physician Relationship which she identified as key to successful interaction in improving patient experience in any health care setting. She has more than 10 years of experience in heathcare industry. The main objective of this workshop is to recognize the problem, recognize the need to correct and change the mind set of health care professionals so that they can be more open to new ideas. Also to recognize the essence of a healthy work environment and reduce stress in order to increase productivity.
Understanding Conflict Styles - using the Thomas Kilmann Conflict Model ktpworks
A recent presentation on Conflict Management given by Eleanor Yearwood of Key Talent Partners. The presentation reflects on the use of the Thoman Kilmann Conflict Model to help people be more aware of their - and others' - style of conflict handling, and how better awareness might help us adapt our style in order to have more influence. Adapting our style may also make us more effective negotiators, enhance interpersonal group dynamics and is applicable at every level of an organisation. The model also promotes the idea that different strategies work better in different situations, and by being more aware of our 'default' approach, we can learn to choose the most appropriate approach to give us the results we want in a particular context.
Barriers of Communication,Types of Barriers in Communication,1.Physical barriers,2.Physiological barriers,Example for psychological,PSYCHOLOGICAL BARRIERS,Selective perception,Message related barrier,4.Organizational barrier,Organizational barriers,Cross-cultural barrier,Different languages And cultures,Learning about other cultures,Discrimination,Dealing with Discrimination in the Workplace,Types Of Discrimination,Overcoming barriers,Personal barriers,Barriers related to the communicator
CHAPTER 16Handle Conflict, Negotiation, and Decision MakingDEstelaJeffery653
CHAPTER 16
Handle Conflict, Negotiation, and Decision Making
Don't neglect the power of “yes”
LEARNING OBJECTIVES
At the end of this chapter you will be able to:
· Understand what conflict is, why it is occurring and how to manage it.
· Describe methods for effective negotiations.
· List tools that will help you make more effective and less biased decisions.
WHAT'S INSIDE?
· Be a Critical Thinker: Dealing with Deception at the Bargaining Table
· Bringing OB to Life: Intuition and US Airway Flight 1549
· Checking Ethics in OB: Is a Two-Tiered Wage System Ever Justified?
· OB in the Office: What to Do When Face-to-Face Negotiations Are Not Possible: Tips for Negotiating via Email
· OB in the Office: Sooner or Later You'll Know How to Negotiate a Better Raise
· Research Insights: Analytical and Intuitive Decisions: When to Trust Your Gut
· Worth Considering or Best Avoided? Labor and Management Sides Disagree. Is a Strike the Answer?
You are at work and you hear your colleagues disagreeing with each other loudly. Their voices can be heard throughout the office, and you notice people popping their heads up to see what's going on. You are in charge of the team, and you know that your organization prides itself on having a collegial culture. What do you do?
For many people, the answer is clear: Conflict is bad—we need to get rid of it. Conflict makes people uncomfortable and harms our ability to work together, so managers need to step in and resolve differences. Is this always true? Couldn't it be that conflict can also play a positive role in the workplace?
In this chapter, we show that conflict can be good when it surfaces important issues that need to be discussed. The key to managing it is knowing how to determine what kind of conflict is occurring and then using it to generate better decisions. This requires developing skills in areas that are becoming increasingly important in today's workplace: conflict, negotiation, and decision making.
16.1 Manage Conflict
LEARNING OBJECTIVES
Understand what conflict is, why it occurs, and how we can manage it more effectively.
· Define what conflict is and why it occurs.
· Understand conflict management strategies.
· Guard against common conflict management pitfalls.
Why Do We Have Conflict?
Conflict occurs whenever disagreements exist in a social situation over issues of substance, or whenever emotional antagonisms create frictions between individuals or groups.1 Team leaders and members can spend considerable time dealing with conflicts. Sometimes they are direct participants, and other times they act as mediators or neutral third parties to help resolve conflicts between other people.2 Because conflict dynamics are inevitable in the workplace, we need to know how to handle them.3
Functional and Dysfunctional Conflict
Any type of conflict in teams and organizations can be upsetting both to the individuals directly involved and to others affected by its occurrence. As with the opening example, it can b ...
2. Q
Why is learning about conflict management relevant?
A
To help develop and facilitate leadership, team building,
performance management, and conflict management skills.
5. Conflict
Conflict is a form of relating or
interacting where we find ourselves
(either as individuals or groups) under
some sort of perceived threat to our
personal or collective goals.
These goals are usually to do with our
interpersonal wants. These perceived
threats may be either real or imagined
(Condliffe, 1991, p3).
17. Components of Conflict
When you have to deal with conflict
tackle the emotional issues first
then address values and interests
Emotional: feelings that accompany human interactions eg. anger, fear, reject, and loss
Interests: things that motivate eg. managers and workers have different interests
Values: ideas and feelings about right and wrong (difficult to resolve)
32. Groupthink
Groupthink is a tendency for strong conformity pressures within
groups to lead to the breakdown of critical thinking and encourage
premature acceptance of questionable decisions
42. Which conflict handling
style will you use?
Project Managers may have a preferred
style for managing conflict
You should use different styles depending
on the problem – and get there by using
your ability to read situation
44. Avoiding
Characteristics When to use
• ignoring conflicts and hoping • Trivial, small/unimportant
they’ll go away issue
• putting problems under • no perceived chance of
consideration or on hold resolution
• use of secrecy to avoid • To allow a cool down period
confrontation • To allow others to resolve the
• appeal to bureaucratic rules situation
45. Compromise
Characteristics When to use
• negotiation • goals are important, but not worth effort
• looking for deals and • opponents with equal power are committed
trade-offs to mutually exclusive goals
• finding satisfactory or • achieve temporary settlements to issues
acceptable solutions • arrive at solutions under time pressure
• back-up to collaboration or competition
46. Competition
Characteristics When to use
• create win-lose • quick, decisive action is vital, very
situations important
• use of power plays • unpopular actions eg. cost cutting
• forcing submission • issues are vital to company welfare
• against people who take advantage of non-
competitive behavior
47. Accommodation
Characteristics When to use
• giving way • find you are wrong
• submission and • issues more important to others than yourself
fulfillment • maintain cooperation
• build social credits for later on
• minimize loss
• harmony and stability are important
• allow team members to learn from their mistakes
48. Collaboration
Characteristics When to use
• problem-solving carriage • find an integrative solution when
• tackle differences both sets of concerns are
• sharing ideas and information important
• seeing problems and conflicts as • objective is to learn
challenges
49. 2 Methods for Resolving Conflict in a team
• Role Clarification Technique (RAT)
• Intergroup Conflict Resolution
50. Role Clarification Technique (RAT)
This is a systematic procedure which involves all team members
understanding the requirements of their of own and everyone
else's position, duties and expectations
You’ll need to clarify roles for team and individuals; for example
via questionnaires (or for project teams - RAM matrices!)
51. Intergroup Conflict Resolution
Each group should prepare list of what they would like the other
groups to start doing, stop doing, and continue to do.
This list narrows he scope of the dispute and makes it easier to work
on the core problems.
54. A grievance is any behaviour or action of another member or
members of a team, which has or is likely to have an unreasonable
negative impact on the ability of a team member to undertake their
duties
61. What is Stress?
A pattern of emotional states and physiological reactions occurring
in situations where individuals perceive threats to their important
goals that they feel unable to meet
(Greenberg & Baron, 1993, p257).
62.
63. Effects of Stress
Physical illness
Lack of sleep
Reduction in task performance
Poor quality decision making
64. Causes of Stress in the
Causes of Stress in the
Workplace
Workplace
Long hours
Tight schedules
Transient work force
High risks
Work overload
Role uncertainty
Social relations
68. Stress Management at
the Organizational
Level
setting reasonable work plans
and schedules
delegating responsibility and
increasing independence
clarifying responsibilities,
authority, and performance
criteria
clarifying goals, procedures, and
decision criteria
giving consideration and
support in leadership
69. Stress Management
for the Individual
stress management program
relaxation training
diversions from work-related
problems
70. Review
1. Conflict is the opposition of people or forces that develops into an
aggressive state or action.
2. Sources of IT project conflict includes; schedules, priorities and
workforce issues.
3. Conflict can be good and bad.
4. Conflict handling styles include; avoiding, compromise,
competition, accommodation, and collaboration.
5. Grievance handling strategies include; listen, discuss, and plan.
Not dealing with grievances can be harmful to projects.
6. Work environment improvements and reducing stress is essential
to a team’s health and the success of the project.