The document discusses conflict, including its definition, types, causes, stages, and strategies for management and resolution. It defines conflict as a state of incompatibility or disagreement between parties that begins when the goals of one are obstructed by another. Conflict can be inter-personal, inter-group, and arise from scarce resources, differing perceptions or goals. Effective conflict management includes open communication, understanding different perspectives, and finding solutions that address everyone's needs.

1. Black Blue Green
White Green Red
Green Aqua Yellow
Yellow Pink Tan
Red Yellow White
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Look at the chart:
Say the Color not the word

2. It is a left /right brain conflict
• The RIGHT brain tries to SAY the color
• The LEFT brain tries to READ the color

3. By. Ms .S Peter
3
CONFLICT

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What is conflict?
• A state of incompatibility of ideas between two
or more parties or individuals( dict)
Conflict management is the practice of identifying
and handling conflict in a sensible, fair and
efficient manner

5. • Perception of mutual interference
• A process that begins when goals of one party
are frustrated by another
• Requires interdependence/interaction
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What is Conflict?

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Types of conflict
• Inter-personal & intra-personal
• Inter-group & intra-group
(Departmental)
Competitive & Disruptive

7. • Internal conflict – Person Vs self
• External conflict –
 Person Vs Person,
 Person Vs Society,
 Person Vs Nature ( natural disaster)
 Person Vs Technology
 Person Vs Supernatural
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Types……….

8. • Conflict can be between the same level
( Nurses – Nurses )
• Between different level of groups
( Nurses –Doctors , Patients , or other groups)
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9. • Conflict is a natural part of any team or
relationship.
• It can be healthy or unhealthy for the
relationship, depending on how it is handled.
• When conflict is handled constructively, it
promotes growth and problem solving.
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10. • Scarce Resources
• Conflicting attitude
• Ambiguous jurisdiction
• Communication barriers
• Conflicting perceptions, ideas, or beliefs
• Goals of parties are incompatible
• Unresolved prior conflicts
• Knowledge of self and others
• Differences between people
• Other structural factors (size, routines ,
specialization, reward systems)
• Conflicting thoughts/needs within an individual
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Conditions lead to conflict

11. • Not being a role model
• Take credit, no recognition
• Be judgmental
• Subordinate should come to see me
• Make yourself inaccessible to your team
• Individual Vs team approach
• Telling them? Consulting them? Or deciding with them?
• Come tomorrow
• Introduce change without consultation or discussion
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How to create conflict?

12. • Poorly defined goals
• Divergent personal values
• Lack of cooperation/trust
• Competition of scarce resources
• Unclear roles/lack of
job description
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General causes of conflicts in hospital
situation

13. • Stress
• Absenteeism
• Staff turnover
• De-motivation
• Non-productivity
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Effects of conflict in organizations

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Conflict Process
Events lead to conflict
Perceived conflict Felt Conflict
Manifest behavior
Conflict Resolution
Or Suppression
Resolution aftermath

15. • Predict (Latent) : conflict behaviour
• Perceived : person aware of the stressful situation
exists
• Felt : feelings and attitudes affect the conflict
• Manifest : change of behaviour result from the
earlier stages
• Resolution: tension is reduced- negotiated, problem
solved – mutual agreement
• Aftermath: negotiation, peace and reconciliation
prevent reoccurrence of the conflict situation ---------
-- or reoccur and start again
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Stages of conflict

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Conflict
Management

17. Conflict Resolution
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18. • Confront problems, communicate openly and
respectfully with someone of opposing
opinion
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19. •LOSE
•Win
• Competing
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Strategies to management conflict

20. • Competition (win-lose situation)
• Accommodation (win-win situation)
• Avoidance (lose-lose situation)
• Compromise (lose-lose situation)
• Collaboration (win-win situation)
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Methods to deal with conflicts

21. Lose-lose
–Compromise
–Bribes
–Arbitration
–General rule
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22. • Consensus
• Collaborating
• Problem solving
• Identify both the problem and each party's needs
• Exploring alternative
• Choosing the most acceptable
• Planning
• Defining role
• Implementing &
• Evaluating
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Win-win

23. Conflict Table
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Win-Win Lose-Win
Win-Lose Lose-Lose
I win I lose
You win
You lose

24. 1. RUN---------- not comfort, not beneficial
2. Change your attitude Understand (other person’s)
point of view – may be he have a problem with you or with
your attitude)- Try to understand it
3. Change their attitudeshow them another angle
help them see you as a person
4. Take a stand your attitude is not their problem
• You cannot change their attitude even after you try
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The strategies

25. • Show disapproval
• Take it seriously
• Don’t let them make you feel guilty
• Divide and conquer ( solving the problem
with group
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Quick tactics

26. Steps to resolve conflicts
• Assure privacy
• Empathize than sympathize
• Listen actively
• Maintain equity
• Focus on issue, not on personality
• Avoid blame
• Identify key theme
• Re-state key theme frequently
• Encourage feedback
• Identify alternate solutions
• Give your positive feedback
• Agree on an action plan
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27. Is friendly intervention by consent and invitation
for settling differences between parties
The mediator plays several roles
• Friendly intervener by consent
• Housekeeper
• Ringmaster
• Educator
• Communicator
• ‫ا‬innovator
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Mediation

28. •Positive climate
•Define mediator role
•Describe mediation process
•Defines confidentiality
•Answer question
•Joint commitment
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Mediator action

29. • 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
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How to prevent conflicts

30. A structured, assertive, communication approach for
managing and resolving conflict.
D -- Describe the specific situation
E -- Express your concerns about the action
S -- Suggest other alternatives
C -- Consequences should be stated
When to use it?
• Whenever you have a personal conflict with
another health team member that threatens your
ability to perform your job well—
• Have timely discussion
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DESC Script

31. • D- ‘When you scream at me in front of my co-workers
about the delay in care, you’re making it personal’.
• E- ‘This reduces my credibility with the patients and
undermines my authority with staff. I feel you don’t
respect me.’
• S-’ If you are upset about delays or other patient care
issues, pull me aside and I will address your concerns.’
• C- ‘If your outbursts continue we won’t have a working
relationship, and patient care will suffer.’
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DESC Example

32. • L- Listen
• E- Empathize
• E- Explain
• N- Negotiate
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LEEN- Model for Conflict
Resolution

33. • L- “Can you help me understand why
you are upset”.
• E- “That is understandable, I can see why
you are upset”.
• E- “The reason we wanted to do this
was because—”
• N- “ Let’s agree on a path forward”.
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Conflict with Patients/Families

34. • L- “Can you help me understand how you see the
situation, how you are weighing the risks and
benefits.”
• E-” I can see how you see it that way”.
• E-” Let me explain how I see things.”
• N-” Let’s put the patient first and agree on
a plan”.
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Conflict with Clinicians

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4 Magic phrases at work you can use
to respond anything
•Tell me more
•Why would you say that ?
•Say that – why don’t you do that?
•Ask that – why do you ask that ?

36. Conflict is unavoidable
• Complexity of organizational relationship
• Interaction among workers
• Dependence of workers on one another
• Conflict is a healthy sign not a negative
process
• It reflects dynamics
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Conclusion

37. • Poorly managed conflicts
–Unfavorable with counter productive results
–Problems and negative attitude
• Well managed conflicts
–Stimulate competition
–Identify legitimate differences
–Powerful source of motivation
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Conclusion (Cont’d)

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THANK
YOU
ALL