CONFLICT , NEGOTIATION CONFLICT , NEGOTIATION AND CONSENSUSAND CONSENSUS

Ms. Arthi SubramanianMs. Arthi Subramanian

M. Sc. II yrM. Sc. II yr

ObjectivesObjectives

Explain conflict, process, Explain conflict, process, management techniques.management techniques.

State the causes of State the causes of conflict.conflict.

Enumerate conflict and Enumerate conflict and negotiation processes.negotiation processes.

Understand various Understand various conflict management conflict management styles.styles.

Please write a Please write a what comes to mind when I what comes to mind when I

saysay

C O N F L I C T.C O N F L I C T.

Please write a Please write a what comes to mind when I what comes to mind when I

saysay

C O N F L I C T.C O N F L I C T.

DEFINTIONDEFINTION

A process that begins when one party A process that begins when one party perceives that another party has negatively perceives that another party has negatively affected or is about to negatively affect, affected or is about to negatively affect, something that the first party cares about.something that the first party cares about.

Conflict is the dissension that occurs when Conflict is the dissension that occurs when 2 or more individual with different values, 2 or more individual with different values, interest, goals or needs view things from interest, goals or needs view things from different perspectivesdifferent perspectives

Definition of ConflictDefinition of Conflict (1 of 2)

A situation in which A situation in which someonesomeone

believes that his or her own believes that his or her own needs have been denied.needs have been denied.

A process that begins when an A process that begins when an individual or group perceives individual or group perceives differences and oppositions between differences and oppositions between itself and another individual or group itself and another individual or group about interests and resources, beliefs, about interests and resources, beliefs, values, or practices that matter to values, or practices that matter to them.them.

Conflict is defined as the internal or Conflict is defined as the internal or external discord that results from external discord that results from differences in ideas, values, or feeling differences in ideas, values, or feeling between 2 or more people( Bessie between 2 or more people( Bessie marquis, 2009)marquis, 2009)

VIEWS ON CONFLICTVIEWS ON CONFLICT

TRADITIONAL VIEW(1930’s to 1940’s) TRADITIONAL VIEW(1930’s to 1940’s) Conflict is harmful & need to be Conflict is harmful & need to be suppressed and avoided.suppressed and avoided.

MODERN VIEW ( after 1970’s) MODERN VIEW ( after 1970’s)

It is a natural occurrence. Conflict It is a natural occurrence. Conflict should be encouraged, It is necessary should be encouraged, It is necessary for harmonious, peaceful, cooperative for harmonious, peaceful, cooperative atmosphere leading to TEAM WORKatmosphere leading to TEAM WORK

CHARACTERISTICSCHARACTERISTICS1.1. At least 2 parties are involved At least 2 parties are involved

2.Difference in goals and or values 2.Difference in goals and or values

3. Interaction involves behaviors that will 3. Interaction involves behaviors that will defeat, reduce, suppress, or gain a defeat, reduce, suppress, or gain a victoryvictory

4. Opposing actions and counteractions4. Opposing actions and counteractions

5. Imbalance or favored power position5. Imbalance or favored power position

Types of conflictTypes of conflict

1.1. Intra senderIntra sender2.2. Inter senderInter sender3.3. Intra roleIntra role4.4. Personal rolePersonal role5.5. Intra groupIntra group6.6. Inter groupInter group7.7. Role ambiguityRole ambiguity8.8. Role overloadRole overload

Sources of ConflictSources of ConflictGoalGoal

IncompatibilityIncompatibility

Different ValuesDifferent Valuesand Beliefsand Beliefs

• Goals conflict with goals of others

• Different beliefs due to unique background, experience, training

• Caused by specialized tasks, careers

• Explains misunderstanding in cross-cultural and merger relations

Sources of ConflictSources of ConflictGoalGoal

IncompatibilityIncompatibility

Different ValuesDifferent Valuesand Beliefsand Beliefs

TaskTaskInterdependenceInterdependence

Three levels of interdependence

ResourceResource

AA BB CC

Pooled

AA BB CC

Sequential

AA

BB CC

Reciprocal

Sources of ConflictSources of ConflictGoalGoal

IncompatibilityIncompatibility

Different ValuesDifferent Valuesand Beliefsand Beliefs

TaskTaskInterdependenceInterdependence

ScarceScarceResourcesResources

AmbiguityAmbiguity

CommunicationCommunicationProblemsProblems

• Increases competition for resources to fulfil goals

• Lack of rules guiding relations• Encourages political tactics

Lack of opportunity --reliance on stereotypes

Lack of ability-- arrogant communication heightens

conflict perception

Lack of motivation -- conflict causes lower motivation to

communicate, increases stereotyping

Sources of ConflictSources of Conflict

Intragroup :Intragroup : LeadershipLeadership Task structureTask structure Group composition/ SizeGroup composition/ Size Cohesiveness/ group taskCohesiveness/ group task External threatsExternal threats OutcomesOutcomes

Inter group :Inter group : System differentiationSystem differentiation Task interdependenceTask interdependence Scarce resourcesScarce resources Jurisdictional ambiguityJurisdictional ambiguity Separation of knowledgeSeparation of knowledge Firm authorityFirm authority

Potential sources :Potential sources : Unclear duties / rolesUnclear duties / roles Conflicts of interestConflicts of interest Communication barriersCommunication barriers Dependence on one anotherDependence on one another Relationship differenceRelationship difference Response to regulationResponse to regulation Unsolved prior conflictUnsolved prior conflict

Potential sources :Potential sources : Unclear duties / rolesUnclear duties / roles Conflicts of interestConflicts of interest Communication barriersCommunication barriers Dependence on one anotherDependence on one another Relationship differenceRelationship difference Response to regulationResponse to regulation Unsolved prior conflictUnsolved prior conflict

Conflict of ideasConflict of ideas Dooley and Fryxell (1999) found that conflict Dooley and Fryxell (1999) found that conflict

of ideas at the early stage of decision of ideas at the early stage of decision making (idea formulation) was desirable.making (idea formulation) was desirable.

However, it can cause problems at a later However, it can cause problems at a later stage when the ideas have to be stage when the ideas have to be implemented.implemented.

Conflict of feelings are often called Conflict of feelings are often called personality conflictpersonality conflict

Types of ConflictTypes of Conflict

Based on Based on

1.1. TaskTask

2.2. RelationshipRelationship

3.3. ProcessProcess

LEVELS OF CONFLICTLEVELS OF CONFLICT Inter personal conflictsInter personal conflicts : between 2 : between 2

individualsindividuals

Inter group conflictsInter group conflicts : between 2 small / : between 2 small / large / between a large and a small group. large / between a large and a small group.

- Increased group cohesivenessIncreased group cohesiveness- Increased productionIncreased production- StereotypingStereotyping- Hostile behviours towards the other groupHostile behviours towards the other group

INTER- PERSONAL CONFLICTINTER- PERSONAL CONFLICT

JO-HARI WINDOW

OPEN SELFOPEN SELF HIDDEN SELFHIDDEN SELF

BLIND SELFBLIND SELF UNDISCOVEREDUNDISCOVERED

SELFSELF

KnowsAbout Himself

Does not know about himself

Knows about others Does not know about others

Personal – Group Conflicts : Personal – Group Conflicts : between an individual and small / between an individual and small / large group.large group.

Case study : Case study : Hannagh is a nurse in a busy surgical ward. She has Hannagh is a nurse in a busy surgical ward. She has

4 bed ridden patients in her care. She has finished 4 bed ridden patients in her care. She has finished 2 washes and has got 2 more washes to finish. She 2 washes and has got 2 more washes to finish. She is due to go to her lunch break. This may create a is due to go to her lunch break. This may create a conflict with the rest of the staff if they believe conflict with the rest of the staff if they believe that all baths should be completed by noon.that all baths should be completed by noon.

Inter personal conflicts : Within a person. Inter personal conflicts : Within a person. Tension due to disagreement within him / Tension due to disagreement within him / herself.herself.

Result from having to make a choice Result from having to make a choice between 2 things of equal value( +ve/-between 2 things of equal value( +ve/-ve )ve )

Case study : Case study : Sarah is a nurse manager who is a mother Sarah is a nurse manager who is a mother

experiences intrapersonal role conflict when experiences intrapersonal role conflict when she must choose between going to a parent she must choose between going to a parent teacher conference about her child or going to teacher conference about her child or going to a professional nursing meeting.a professional nursing meeting.

INTRA PERSONAL CONFLICTINTRA PERSONAL CONFLICT

FRUSTRATIONFRUSTRATION GOAL CONFLICTGOAL CONFLICT ROLE CONFLICTROLE CONFLICT

FRUSTRATIONFRUSTRATION

The obstacle that hinders a person in The obstacle that hinders a person in attaining a goal is a source of a attaining a goal is a source of a frustration.frustration.

It is caused by –It is caused by – Environmental FactorsEnvironmental Factors Personal inadequaciesPersonal inadequacies Conflict frustrationConflict frustration

GOAL CONFLICTGOAL CONFLICT

Conflict related to GOALSConflict related to GOALS Three Types –Three Types – APPROACH- APPROACH CONFLICTAPPROACH- APPROACH CONFLICT APPROACH – AVOIDANCE CONFLICTAPPROACH – AVOIDANCE CONFLICT AVOIDANCE- AVOIDANCE CONFLICTAVOIDANCE- AVOIDANCE CONFLICT

ROLE CONFLICTROLE CONFLICT

SOURSE OF ROLE CONFLICT – SOURSE OF ROLE CONFLICT – Competitive EnvironmentCompetitive Environment Differential Reward systemDifferential Reward system Scarce ResourceScarce Resource Role AmbiguityRole Ambiguity Cultural Differences Cultural Differences

The Conflict ProcessThe Conflict Process

Sources ofSources ofConflictConflict

ManifestManifestConflictConflict

ConflictConflictOutcomesOutcomes

ConflictPerceptions

ConflictEmotions

Latent Conflict(antecedent conditions)

Perceived ConflictFelt Conflict

Manifest Conflict

Conflict Resolution of Conflict management

Conflict aftermath

Latent :Latent : Antecedent condition predicting Antecedent condition predicting conflict behaviourconflict behaviour

Perceived :Perceived : Cognitive awareness of stressful Cognitive awareness of stressful situation existssituation exists

Felt :Felt : Feelings and attitudes are present and Feelings and attitudes are present and affect the conflictaffect the conflict

Manifest :Manifest : Overt behaviour from 3 earlier Overt behaviour from 3 earlier stagesstages

Resolution :Resolution : Tension is reduced , negotiation, Tension is reduced , negotiation, problem solving is done to find a beneficial and problem solving is done to find a beneficial and mutually agreeable situationmutually agreeable situation

Aftermath :Aftermath : Negotiation, Peace building, Negotiation, Peace building, reconciliation may prevent reoccurrence / reconciliation may prevent reoccurrence / escalation of conflict escalation of conflict

Reaction to conflictReaction to conflict Sublimation Sublimation Vigorous physical exerciseVigorous physical exercise Increased effortsIncreased efforts IdentificationIdentification Reinterpreting goalsReinterpreting goals Substituting goalsSubstituting goals RationalizationRationalization Attention gettingAttention getting Reaction formationReaction formation Flight into fantasyFlight into fantasy ProjectionProjection DisplacementDisplacement FixationFixation WithdrawalWithdrawal RegressionRegression RepressionRepression ConversionConversion

Escalation of Conflict tacticsEscalation of Conflict tactics

CompetitionCompetition RighteousnessRighteousness Stop listeningStop listening Labeling Labeling Dealing with personalitiesDealing with personalities Issue expansionIssue expansion BickeringBickering CoalitionCoalition FormationFormation ThreatsThreats AvoidanceAvoidance Intentional hurtIntentional hurt

De-escalation of Conflict De-escalation of Conflict tacticstactics

ListeningListening Showing tact and concern Showing tact and concern Appealing to de-escalationAppealing to de-escalation Goodwill gesturesGoodwill gestures Airing feelingAiring feeling Meta communicationMeta communication Response to all levelsResponse to all levels FractionalizationFractionalization Position paperPosition paper Problem solvingProblem solving Establishing criteriaEstablishing criteria

Effects of ConflictEffects of ConflictUndesirable effects : Undesirable effects :

The trend is toward escalation and The trend is toward escalation and polarization, it almost always yields negative polarization, it almost always yields negative results.results.

Contention spreads from original to peripheral Contention spreads from original to peripheral issuesissues

Disputants pull others into conflictDisputants pull others into conflict Unresolved conflict causes alienation, violenceUnresolved conflict causes alienation, violence Disputants scapegoat a peripheral group Disputants scapegoat a peripheral group

membersmembers

Desirable effectsDesirable effects Conflict helps eliminate or reduce the likelihood Conflict helps eliminate or reduce the likelihood

of groupthink.of groupthink. A moderate level of conflict across tasks within A moderate level of conflict across tasks within

a group resulted in a group resulted in increased group increased group performanceperformance while conflict while conflict among personalitiesamong personalities resulted in resulted in lower group performancelower group performance (Peterson (Peterson and Behfar, 2003)and Behfar, 2003)

Prevents intellectual stagnationPrevents intellectual stagnation Stimulates employees curiosityStimulates employees curiosity Prevents impetus for problem solvingPrevents impetus for problem solving Facilitates employees personal change and Facilitates employees personal change and

maturation.maturation.

Conflict may have some desirable Conflict may have some desirable consequences.consequences.

Out of control conflict may be destructive.Out of control conflict may be destructive. Conflict-producing behaviors are more Conflict-producing behaviors are more

likely from those high in aggression, likely from those high in aggression, dominance, and the need for autonomy.dominance, and the need for autonomy.

An important factor related to conflict is An important factor related to conflict is the style of leadership and the resulting the style of leadership and the resulting group norms regarding conflict.group norms regarding conflict.

© Photo disc. With permission.

Organizational Conflict Organizational Conflict OutcomesOutcomes

Potential benefitsPotential benefits Improves decision makingImproves decision making Strengthens team dynamicsStrengthens team dynamics

Dysfunctional outcomesDysfunctional outcomes Diverts energy and resourcesDiverts energy and resources Encourages organizational politicsEncourages organizational politics Encourages stereotypingEncourages stereotyping Weakens knowledge managementWeakens knowledge management

FUNCTIONAL CONFLICTFUNCTIONAL CONFLICT

Conflict that support the goals of the Conflict that support the goals of the group and improve the performance group and improve the performance are functional or Constructive form of are functional or Constructive form of conflict. It is Creatively managed conflict. It is Creatively managed conflict that shakes people out of conflict that shakes people out of their mental ruts and give them new their mental ruts and give them new points of view.points of view.

DYSFUNCTIONAL CONFLICT DYSFUNCTIONAL CONFLICT It is a conflict that hinders group It is a conflict that hinders group

performance due to poor performance due to poor communication, lack of openness communication, lack of openness & trust between people, failure & trust between people, failure to be responsive to the needs & to be responsive to the needs & aspirations of the others.aspirations of the others.

Task vs. Socioemotional Task vs. Socioemotional ConflictConflict

Task-related conflictTask-related conflict Conflict is aimed at issue, not partiesConflict is aimed at issue, not parties Basis of constructive controversyBasis of constructive controversy Helps recognize problems, identify solutions, Helps recognize problems, identify solutions,

and understand the issues betterand understand the issues better

Socioemotional conflictSocioemotional conflict Conflict viewed as a personal attackConflict viewed as a personal attack Foundation of conflict escalationFoundation of conflict escalation Leads to dissatisfaction, stress, and turnoverLeads to dissatisfaction, stress, and turnover

Conflicts exist whenever Conflicts exist whenever incompatible activities occur.incompatible activities occur.

Differences in information, beliefs, Differences in information, beliefs, values, interests, or desires.values, interests, or desires.

A scarcity of some resource.A scarcity of some resource. Rivalries in which one person or group Rivalries in which one person or group

competes with another.competes with another. FearFear

Conflict ScalesConflict Scales

2 Inventories are available to measure conflict2 Inventories are available to measure conflict 1. Rahim organisational conflict inventory I 1. Rahim organisational conflict inventory I

(1983) (1983) -- 3 dimensions are measured-- 3 dimensions are measureda.) Intrapersonal b.) Intragroup c.) Intergroupa.) Intrapersonal b.) Intragroup c.) Intergroup2. Perceived conflict scale ( 1992)2. Perceived conflict scale ( 1992)4 subscales of conflict 4 subscales of conflict a.) Intrapersonal b.) Interpersonal c.) Intergroup/ a.) Intrapersonal b.) Interpersonal c.) Intergroup/

other department 4.) Intergroup/ support other department 4.) Intergroup/ support servicesservices

- To determine how much conflict existsTo determine how much conflict exists- Determine causes and effects of conflict Determine causes and effects of conflict

and the relationship of conflict to other and the relationship of conflict to other variables of interest to nursing variables of interest to nursing administratorsadministrators

- Barki and Handurik’s : Proposed Barki and Handurik’s : Proposed dimension : Disagreement and negative dimension : Disagreement and negative emotions have implications for emotions have implications for development of another instrument development of another instrument containing items that reflect 3 containing items that reflect 3 dimensionsdimensions

APPROACHES TO CONFLICTAPPROACHES TO CONFLICT1.Denial : 1.Denial : Conscious or unconsciousConscious or unconscious..

2.Ignore or Suppress : 2.Ignore or Suppress : “ If I don’t acknowledge “ If I don’t acknowledge it , it’ll go away”it , it’ll go away”

3.Win – Lose situation : 3.Win – Lose situation : “ I’m going to win! I’ll “ I’m going to win! I’ll get him” This leads to aggressiveness, feud.get him” This leads to aggressiveness, feud.

4.Lose – Win approach : 4.Lose – Win approach : Have less power, Have less power, deny power, low self esteem.deny power, low self esteem.

5.Bargaining or Compromise : 5.Bargaining or Compromise : The parties The parties agree to accept a solution somewhere between agree to accept a solution somewhere between 2 points of view2 points of view

6. Mediation or arbitration : 6. Mediation or arbitration : Involves addition Involves addition of 3of 3rdrd , neutral party. Each party in the conflict , neutral party. Each party in the conflict presents his or her side to the mediator. The presents his or her side to the mediator. The mediator then makes a decision that’s fair to mediator then makes a decision that’s fair to both partiesboth parties..

3 conditions ( Hasling , 1975): 3 conditions ( Hasling , 1975): 1.1. Agree to solutionAgree to solution

2. Agree on the mediator 2. Agree on the mediator

3. Agree to obey decision of mediator.3. Agree to obey decision of mediator.

7. Problem solving / collaborating : 7. Problem solving / collaborating : Both Both parties work together for a solution. Creative, parties work together for a solution. Creative, constructive, high – risk approach.constructive, high – risk approach.

8. Withdrawal :8. Withdrawal : Not an acceptable approach. Not an acceptable approach.

CONFRONTATIONCONFRONTATION According to Johnson, 1972 “ An attempt to According to Johnson, 1972 “ An attempt to

have the other person examine his or her have the other person examine his or her behavior , in order to engage in more behavior , in order to engage in more acceptable behavior”acceptable behavior”

Face to face, direct encounter with another Face to face, direct encounter with another personperson

Both parties recognize that there’s conflict and Both parties recognize that there’s conflict and agree to work on it.agree to work on it.

Private placePrivate place Location of the meeting : Neutral area.Location of the meeting : Neutral area. Role of the advocate, if employed.Role of the advocate, if employed.

Conflict ManagementConflict Management

Conflict managementConflict management is defined as is defined as “the opportunity to improve “the opportunity to improve situations and strengthen situations and strengthen relationships” (BCS, 2004).relationships” (BCS, 2004).

––proactive conflict managementproactive conflict management

––collaborative conflict collaborative conflict managementmanagement

CONFLICT MANAGEMENTCONFLICT MANAGEMENTDeutsch (1971) : Variables affecting Deutsch (1971) : Variables affecting

conflict conflict Personal characteristics : Personal characteristics : values, goals , values, goals ,

resources , beliefs resources , beliefs Previous relationship : Previous relationship : trust, respect, degree trust, respect, degree

of attachment between the partiesof attachment between the parties Nature of the problem : Nature of the problem : size, complexity, size, complexity,

significance, environment/ setting, audiencesignificance, environment/ setting, audience Strategies and tacticsStrategies and tactics Consequences : Consequences : Gains and looses may be Gains and looses may be

important than managementimportant than management

Ass

erti

ven

ess

Cooperativeness

CompetingCompeting CollaboratingCollaborating

CompromisingCompromising

AvoidingAvoiding AccommodatingAccommodating

High

Low High

Conflict Management StylesConflict Management Styles

Blake and Mouton’s Conflict Blake and Mouton’s Conflict GridGrid

Blake and Mouton (1970) proposed a grid that Blake and Mouton (1970) proposed a grid that shows various conflict approaches.shows various conflict approaches. The 1,1 style is the hands-off approach, also called The 1,1 style is the hands-off approach, also called

avoidanceavoidance.. The 1,9 position, also called The 1,9 position, also called accommodationaccommodation, is , is

excessively person-oriented.excessively person-oriented. The 5,5 position represents a willingness to The 5,5 position represents a willingness to

compromise.compromise. The 9,1 is the bullheaded approach, also called The 9,1 is the bullheaded approach, also called

competing.competing. The optimum style for reducing conflict is the 9,9 The optimum style for reducing conflict is the 9,9

approach, also called approach, also called collaborationcollaboration..

Walker and Harris (1995) offer the following Walker and Harris (1995) offer the following practical tips for implementing the 9,9 practical tips for implementing the 9,9 style. Encouraging behavior occurs when a style. Encouraging behavior occurs when a team member:team member:

1. Avoids feelings or perceptions that imply the other 1. Avoids feelings or perceptions that imply the other person is wrong or needs to change.person is wrong or needs to change.

2. Communicates a desire to work together to explore 2. Communicates a desire to work together to explore a problem or seek a solution.a problem or seek a solution.

3. Exhibits behavior that is spontaneous and 3. Exhibits behavior that is spontaneous and destruction-freedestruction-free

4. Identifies with another team member’s problems, 4. Identifies with another team member’s problems, shares feelings, and accepts the team member’s shares feelings, and accepts the team member’s reaction.reaction.

5. Treats other team members with respect and trust.5. Treats other team members with respect and trust.

6. Investigates issues rather than taking sides on them.6. Investigates issues rather than taking sides on them.

Blake and Mouton’s 5 styles of Blake and Mouton’s 5 styles of Interpersonal conflict :Interpersonal conflict :

Forcing, Withdrawing ,Smoothing, Sharing, Problem Forcing, Withdrawing ,Smoothing, Sharing, Problem solvingsolving

Thomas ( 2 dimensions ) Thomas ( 2 dimensions ) 1.1. Assertiveness ( Satisfying one’s own concerns)Assertiveness ( Satisfying one’s own concerns)

2.2. Cooperativeness ( Attempting to satisfy another’s Cooperativeness ( Attempting to satisfy another’s concerns)concerns)

Resulting Behaviour : Resulting Behaviour : Competing, Collaborating, Compromising, Avoiding, Competing, Collaborating, Compromising, Avoiding,

AccommodatingAccommodating

Conflict Management Conflict Management StrategiesStrategies1. Emphasizing Superordinate Goals1. Emphasizing Superordinate Goals

Emphasizing common objectives rather Emphasizing common objectives rather than conflicting sub-goalsthan conflicting sub-goals

Reduces goal incompatibility and Reduces goal incompatibility and differentiationdifferentiation

2. Reducing Differentiation2. Reducing Differentiation Removing sources of different values and Removing sources of different values and

beliefsbeliefs Generalist careers and job rotationGeneralist careers and job rotation Common dress code and statusCommon dress code and status Common work experiencesCommon work experiences

G. Diggens. With permission.

3. Communication and 3. Communication and UnderstandingUnderstanding

Employees understand Employees understand and appreciate each and appreciate each other’s views through other’s views through communicationcommunication

Informal gatheringsInformal gatherings

Formal dialogue sessionsFormal dialogue sessions

Relationship restructuringRelationship restructuring

Drum sessionsDrum sessions

G. Diggens. With permission.

Other Ways to Manage Other Ways to Manage ConflictConflict

4. Reduce Task Interdependence4. Reduce Task Interdependence Dividing shared resourcesDividing shared resources Combine tasksCombine tasks Use buffersUse buffers

5. Increase Resources5. Increase Resources Duplicate resourcesDuplicate resources

6. Clarify Rules and Procedures6. Clarify Rules and Procedures Clarify resource distributionClarify resource distribution Change interdependenceChange interdependence

7.Balance of power : 7.Balance of power : Promote cooperation Promote cooperation and collaboration in accomplishing a taskand collaboration in accomplishing a task

8.Defining the conflict : 8.Defining the conflict : Agreement about the Agreement about the definition of the real problem. definition of the real problem.

9.Recognizing human needs : 9.Recognizing human needs : Recognition of Recognition of one’s own human needs and empathy for the one’s own human needs and empathy for the other party’s human needs.other party’s human needs.

G. Diggens. With permission.

Managing Conflict in Drum Managing Conflict in Drum CirclesCircles

Doug Sole leads a group of Doug Sole leads a group of

employees in Toronto in a employees in Toronto in a

drum circle. Drum circles drum circle. Drum circles

encourage participants to encourage participants to

learn how to cooperatively learn how to cooperatively

work together in work together in

unstructured workplaces. unstructured workplaces.

They also improve mutual They also improve mutual

understanding.understanding.

Dimensions of conflict handling Dimensions of conflict handling intentionsintentions

AssertiveAssertive

Assertiveness ---> Competing < --- Assertiveness ---> Competing < --- CollaboratingCollaborating

---> ---> --->---> Avoiding CompromisingAvoiding Compromising

Un assertive Cooperativeness Un assertive Cooperativeness AccommodatingAccommodating

5 steps of conflict 5 steps of conflict managementmanagement

1. Initiate a discussion, timed sensitively and held 1. Initiate a discussion, timed sensitively and held in an environment conducive to private in an environment conducive to private discussiondiscussion

2. Respect individual difference2. Respect individual difference 3. Be empathetic with all parties3. Be empathetic with all parties 4. Assertive dialogue, facts, clearly defined 4. Assertive dialogue, facts, clearly defined

central issue, different viewpoints, intension, central issue, different viewpoints, intension, framing main issue based on common principles, framing main issue based on common principles, attentive listenerattentive listener

5. Agree on solution which balance power and 5. Agree on solution which balance power and strategies of all partiesstrategies of all parties

Diane Yale (1988) outlines three Diane Yale (1988) outlines three metaphorical approaches to metaphorical approaches to

conflict:conflict:

The The competitive, adversarial metaphorcompetitive, adversarial metaphor Often results in a winner and loser in the resolution Often results in a winner and loser in the resolution

process.process. The The problem-solving metaphorproblem-solving metaphor

If [conflict] is focused on problem-solving, everything If [conflict] is focused on problem-solving, everything that comes at you is seen as a problem or a solution.that comes at you is seen as a problem or a solution.

The The creative orientationcreative orientation metaphor metaphorBrings an innovative quality to group conflict Brings an innovative quality to group conflict resolution.resolution.

A Continuum of Decision-Making BehaviorA Continuum of Decision-Making Behavior

The Continuum of Decision-Making The Continuum of Decision-Making Behavior has been described as Behavior has been described as including four styles of decision including four styles of decision making:making:

TellsTells SellsSells ConsultsConsults JoinsJoins

Handling conflict situation Handling conflict situation ( ( Mallory. G. ,1981)Mallory. G. ,1981)

Determine problem / Group Determine problem / Group with whom there’s conflict with whom there’s conflict

Analyze the cause Analyze the cause

Consider alternative strategiesConsider alternative strategies

Choose the strategy with best Choose the strategy with best resultsresults

Implement the conflict Implement the conflict management strategymanagement strategy

EvaluateEvaluate

CONFLICT RESOLUTION PROCESS-CONFLICT RESOLUTION PROCESS- BASIC ASSUMPTIONS BASIC ASSUMPTIONS

Every individual is uniqueEvery individual is unique Every individuals has the inborn potentiality Every individuals has the inborn potentiality

to resolve conflict.to resolve conflict. An Attitude of patience must be maintainedAn Attitude of patience must be maintained Difference of opinions are healthy & Difference of opinions are healthy &

beneficialbeneficial Certain amount of confidentiality must be Certain amount of confidentiality must be

maintainedmaintained Anger & Conflict must be accepted.Anger & Conflict must be accepted. WIN-WIN Approach must be adoptedWIN-WIN Approach must be adopted

CONFLICT- RESOLUTION CONFLICT- RESOLUTION MECHANISM MECHANISM

Define the ProblemDefine the Problem Collects facts & OpinionsCollects facts & Opinions Consider all solutions proposedConsider all solutions proposed Define the expected resultDefine the expected result Select the solutionSelect the solution Implement the solution.Implement the solution.

COMPETITIONCOMPETITION

When quick decision is vitalWhen quick decision is vital On important issues where unpopular On important issues where unpopular

actions need implementationsactions need implementations On issues vital to the organization’s On issues vital to the organization’s

welfare & when you know you are welfare & when you know you are right.right.

Against people who take advantage of Against people who take advantage of non- cooperative behaviour.non- cooperative behaviour.

COLLABORATIONCOLLABORATION

When your objective is to learnWhen your objective is to learn

Find an integrative solution when Find an integrative solution when both sets of concerns are too both sets of concerns are too important to be compromised.important to be compromised.

AVOIDANCEAVOIDANCE

When a issue is trivialWhen a issue is trivial To let people cool down and regain To let people cool down and regain

perspective.perspective. When others can resolve the conflict When others can resolve the conflict

more effectively.more effectively.

ACCOMODATIONACCOMODATION

When issues are more important to When issues are more important to others than yourself to satisfy others.others than yourself to satisfy others.

To minimized loss when you are To minimized loss when you are outmatched.outmatched.

When harmony & stability are When harmony & stability are especially importantespecially important

COMPROMISECOMPROMISE

To achieve TEMPORARY settlements To achieve TEMPORARY settlements to complex issues.to complex issues.

When opponents with equal power When opponents with equal power are committed to mutually exclusive are committed to mutually exclusive goalsgoals

To arrive at expedient solutions To arrive at expedient solutions under time pressure.under time pressure.

DECISION MAKINGDECISION MAKING

TYPES OF DECISION MAKERESTYPES OF DECISION MAKERES MAKING OBJECTIVITY IN DECISION MAKING OBJECTIVITY IN DECISION ACID TEST OF DECISION MAKINGACID TEST OF DECISION MAKING STEPS IN MAKING GROUP DECISIONSTEPS IN MAKING GROUP DECISION

TYPES OF DECISION TYPES OF DECISION MAKERSMAKERS

COMMANDERSCOMMANDERS

They are by nature IMPATIENT and They are by nature IMPATIENT and whose eagerness leads them to jump whose eagerness leads them to jump into quick decision.into quick decision.

TYPES OF DECISION TYPES OF DECISION MAKERSMAKERS

CARERSCARERS They decide on the basis of their They decide on the basis of their

feelings but are concerned with feelings but are concerned with others. Since they don’t want to others. Since they don’t want to hurt or disturb others, they take hurt or disturb others, they take long time to take decisionlong time to take decision

TYPES OF DECISION TYPES OF DECISION MAKERSMAKERS

CALCULATORSCALCULATORS

They are perfectionists. They They are perfectionists. They want all the information want all the information before making decision.before making decision.

GROUP DECISIONGROUP DECISION

Define the issue.Define the issue. Gather the alternatives.Gather the alternatives. Assign advocacy subgroups.Assign advocacy subgroups. Challenge and criticize.Challenge and criticize. Reverse perspectives.Reverse perspectives. Reach a consensusReach a consensus

Conflict management Conflict management strategiesstrategies

Identify boundaries of conflict, Area of Identify boundaries of conflict, Area of management and disagreement, extent of each management and disagreement, extent of each person’s aimsperson’s aims

Understand factors limiting constructive conflict Understand factors limiting constructive conflict managementmanagement

Aware of more issues involvedAware of more issues involved Be open to ideas, feelings, attitudes, expressed Be open to ideas, feelings, attitudes, expressed

by peopleby people Be willing to accept outside to mediate conflictBe willing to accept outside to mediate conflict

Conflict management Conflict management strategiesstrategies

Defensive model – win / loseDefensive model – win / lose Separate contending parties – Assigned to Separate contending parties – Assigned to

different shifts/ teams/ days on, offdifferent shifts/ teams/ days on, off Suppress conflict – Decide not to talk about Suppress conflict – Decide not to talk about

differencedifference Restrict / Isolate the conflict – Agree/ Restrict / Isolate the conflict – Agree/

disagree about a conflict and more onto disagree about a conflict and more onto items which they do agree aboutitems which they do agree about

Smooth it over / finese it through an Smooth it over / finese it through an organisational changeorganisational change

Avoid conflict to diminish destructive effectsAvoid conflict to diminish destructive effects

Smoothing : Smoothing : One person “smoothes” One person “smoothes” others involved in an effort to reduce the others involved in an effort to reduce the emotional component of the conflict.emotional component of the conflict.

Avoiding : Avoiding : The parties choose not to The parties choose not to acknowledge it or attempt to resolve it. acknowledge it or attempt to resolve it. Causes powerlessness, frustration.Causes powerlessness, frustration.

Conflict ResolutionConflict Resolution Compromising : Compromising : Each party gives up Each party gives up

something it wantssomething it wants Competing : Competing : One party pursues what it One party pursues what it

wants at the expense of the others. Leads to wants at the expense of the others. Leads to anger, frustration.anger, frustration.

Co operating / Accommodating : Co operating / Accommodating : One One party sacrifices his beliefs and allows the other party sacrifices his beliefs and allows the other party to win. “ loose a battle( individual party to win. “ loose a battle( individual incident) to win a war (long term outcome)” incident) to win a war (long term outcome)”

Collaboration : Collaboration : All parties set aside their All parties set aside their original goals an work together to establish a original goals an work together to establish a priority common goal.priority common goal.

Individuals should understand their own Individuals should understand their own personal triggers to better deal with personal triggers to better deal with conflict situations in the workplace conflict situations in the workplace (Robin, 2004)(Robin, 2004)

Group members should think about other Group members should think about other group members early on to identify group members early on to identify privately those individuals and behaviors privately those individuals and behaviors that may push their that may push their buttons.buttons.

Conflict resolution Vs Conflict Conflict resolution Vs Conflict managementmanagement

Conflict Resolution : Conflict Resolution :

A solution that completely satisfies all A solution that completely satisfies all parties involved in the conflict.parties involved in the conflict.

Conflict management :Conflict management :

A conscious effort to deal with conflict A conscious effort to deal with conflict and to control the problem. and to control the problem.

NEGOTIATIONEGOTIATIONN

Ken Shah & Prof. Param J. Ken Shah & Prof. Param J. Shah, 2005Shah, 2005

Definition : Definition : It is a process of It is a process of interaction by which two or interaction by which two or more parties who consider more parties who consider that they need to be jointly that they need to be jointly involved in an outcome, but involved in an outcome, but who initially have different who initially have different objectives, seek by the use of objectives, seek by the use of argument and persuasion to argument and persuasion to resolve their difference in resolve their difference in order to achieve a mutually order to achieve a mutually acceptable solution. acceptable solution.

Another important Another important consideration is that consideration is that negotiation implies negotiation implies acceptance by both parties acceptance by both parties that agreement between them that agreement between them is required before a decision is required before a decision can be implemented can be implemented

Negotiation ProcessNegotiation Process

Preparation and planningPreparation and planning Definition of ground rulesDefinition of ground rules Clarification or JurisdictionClarification or Jurisdiction Bargaining and Problem SolvingBargaining and Problem Solving Closure and InterventionClosure and Intervention

Negotiation TheoriesNegotiation Theories1.1. Face negotiation Theory ( Ting Toomey, 1988)Face negotiation Theory ( Ting Toomey, 1988)2.2. Cross cultural empirical tests : Revised Face Cross cultural empirical tests : Revised Face

negotiation theory. Across 4 cultures : China, negotiation theory. Across 4 cultures : China, Japan, Germany, USJapan, Germany, US

3 face concerns , 11 face work behaviour were 3 face concerns , 11 face work behaviour were studied.studied.

1.Self construal (Self image – Independent, 1.Self construal (Self image – Independent, Interdependent)Interdependent)

2. Autonomous (Self face/Independent)2. Autonomous (Self face/Independent)3. Connected to others ( Other face/Interdependent)3. Connected to others ( Other face/Interdependent)4. Low power distance – forcing style4. Low power distance – forcing styleHigh power distance – yielding style ( low status)High power distance – yielding style ( low status)Germany : Self face, mutual face, Defending face > Germany : Self face, mutual face, Defending face >

USUSChinese: Self face concern, 3Chinese: Self face concern, 3rdrd party concern > Japan party concern > Japan

NegotiationNegotiation

Define the problemDefine the problemListen carefully

One issue at a time

PlanClearView of Position

Clarifying asNeeded

Pause ,Summarise

Adequate Information

Watch Non verbal cues

NEGOTIATIONNEGOTIATIONBefore :Before :1.1. Be prepared mentally by having done your Be prepared mentally by having done your

homeworkhomework2.2. Determine your starting point, trade offs, Determine your starting point, trade offs,

bottom linebottom line3.3. Look for hidden agendas of both partiesLook for hidden agendas of both partiesDuring :During :1.1. Maintain composureMaintain composure2.2. Role model, good communication skills, Role model, good communication skills,

assertiveness, flexibilityassertiveness, flexibility3.3. Avoid destructive negotiation techniquesAvoid destructive negotiation techniquesAfter :After :1.1. Restate both verbally and in writingRestate both verbally and in writing2.2. Recognize participants for their contributionsRecognize participants for their contributions

Effective Negotiator Effective Negotiator BehavioursBehaviours

Plan and Set GoalsPlan and Set Goals

Gather InformationGather Information

Communicate Communicate EffectivelyEffectively

Make Appropriate Make Appropriate ConcessionsConcessions

© Corel Corp. With permission.

Types of Negotiation ( Fisher, Types of Negotiation ( Fisher, 2006)2006)

1. Hard : Distributive negotiation1. Hard : Distributive negotiation WinWinExtreme positionExtreme positionLonger benefitsLonger benefitsDirty tricksDirty tricksDeceptionDeceptionThreatsThreatsUltimatumUltimatumOverpoweringOverpoweringOutsmartingOutsmarting

2. Soft : 2. Soft : Prevent conflictsPrevent conflicts ConcessionConcession Reach an agentReach an agent BrainstormingBrainstorming ConsensusConsensus Decision makingDecision making3. Potential Bargaining :3. Potential Bargaining : Each side Each side4. Principled Negotiation :4. Principled Negotiation : Integrative Integrative Win-WinWin-WinInterest basedInterest basedNeither hard nor SoftNeither hard nor Soft

Third-PartyThird-PartyConflict ResolutionConflict Resolution

ObjectivesObjectives

EfficiencyEfficiency

EffectivenessEffectiveness

ProceduralProceduralFairnessFairness

OutcomeOutcomeFairnessFairness

Third-Party ObjectivesThird-Party Objectives

Types of Third Party Types of Third Party InterventionInterventionMediationMediation

ArbitrationArbitration

InquisitionInquisition

Level ofProcess Control

Level of Outcome Control

High

HighLow

Situational Influences on Situational Influences on NegotiationNegotiation

LocationLocation

Physical SettingPhysical Setting

Time Investment Time Investment and Deadlinesand Deadlines

AudienceAudience© Corel Corp. With permission.

Negotiation Bargaining Negotiation Bargaining StrategiesStrategies

Distributive vs Integrative bargainingDistributive vs Integrative bargaining Staking out Bargaining zoneStaking out Bargaining zone

Opposition and Support ( Peter Opposition and Support ( Peter block,1991)block,1991)

Your PositionsYour Positions

InitialInitial TargetTarget

InitialInitialTargetTarget

Opponent’s PositionsOpponent’s Positions

Area ofPotential

Agreement

Bargaining Zone ModelBargaining Zone Model

ResistanceResistance

ResistanceResistance

Borisoff and Victor (1998) argue that Borisoff and Victor (1998) argue that the best strategy for conflict the best strategy for conflict management (negotiation) depends management (negotiation) depends on the desired outcomeon the desired outcome

Unilateral negotiation strategies Unilateral negotiation strategies include:include:

The trusting collaboration strategy.The trusting collaboration strategy. TThe open subordination strategy.he open subordination strategy. The firm competition strategy.The firm competition strategy. The active avoidance strategy.The active avoidance strategy.

Interactive negotiation Interactive negotiation strategiesstrategies

Trusting collaborationTrusting collaboration Principled negotiationPrincipled negotiation Firm competitionFirm competition Soft competitionSoft competition Open subordinationOpen subordination Focused subordinationFocused subordination Active avoidanceActive avoidance Passive avoidancePassive avoidance Responsive avoidanceResponsive avoidance

Fisher, Ury, and Patton (1991) outline four Fisher, Ury, and Patton (1991) outline four principles that compose principles that compose principled principled

negotiationnegotiation..

Separate the people from the problem.Separate the people from the problem. Focus on interests, not positions.Focus on interests, not positions. Invent options for mutual gain.Invent options for mutual gain. Seek objective criteria.Seek objective criteria.

Issues in NegotiationIssues in Negotiation

Role of mood and personality traitsRole of mood and personality traits Gender differencesGender differences Cultural differences in negotiationCultural differences in negotiation 33rdrd party negotiation party negotiation

When sides are not even (Phyllis When sides are not even (Phyllis 1994)1994)

Dominance powerDominance power Weakness powerWeakness power Increased Self awarenessIncreased Self awareness HonestyHonesty CleanClean Listen closelyListen closely Kind / considerateKind / considerate Willing to accept othersWilling to accept others

MEDIATIONMEDIATIONSteps :Steps : Assessing Conflict : What, whom, why, impact, time Assessing Conflict : What, whom, why, impact, time

frameframe

Analyzing information : Factors, Perception, Problem Analyzing information : Factors, Perception, Problem information, Facts, Goals, Issuesinformation, Facts, Goals, Issues

Plan processPlan process

Implement planned strategy Implement planned strategy

Evaluating OutcomeEvaluating Outcome

Implementation of plan: Implementation of plan: Arrange meeting of personsArrange meeting of persons Expression of individual view pointsExpression of individual view points Look at alternative solutionsLook at alternative solutions Narrow choicesNarrow choices Plan the implementation of decisionPlan the implementation of decision Evaluating outcomesEvaluating outcomes

Qualities facilitating mediation :Qualities facilitating mediation :TrustTrust

Willingness of partiesWillingness of parties

Clear communicationClear communication

CollaborationCollaboration Gardner(2005) : 10 lessonsGardner(2005) : 10 lessons

1.1. Know thyselfKnow thyself2.2. Learn to value and manage diversityLearn to value and manage diversity3.3. Develop constructive conflict resolution skillsDevelop constructive conflict resolution skills4.4. Use power to create win – win situationsUse power to create win – win situations5.5. Master interpersonal and process skillsMaster interpersonal and process skills6.6. Recognize collaboration is a journeyRecognize collaboration is a journey7.7. Leverage multidisciplinary forums to increase Leverage multidisciplinary forums to increase

collaborationcollaboration8.8. Appreciate that collaboration can occur spontaneouslyAppreciate that collaboration can occur spontaneously9.9. Balance autonomy and unity in collaborative Balance autonomy and unity in collaborative

relationshipsrelationships10.10. Remember that collaboration is not required for all Remember that collaboration is not required for all

decisionsdecisions

ConsensusConsensus Negotiating parties reach an agreement that all Negotiating parties reach an agreement that all

parties can support even if it does not represent parties can support even if it does not represent everyone’s first priorities.everyone’s first priorities.

Indicates willingness by all parties to accept the Indicates willingness by all parties to accept the agreed upon conditions.agreed upon conditions.

Time consumingTime consuming Use of experienced facilitator, having Use of experienced facilitator, having

consensus building skillsconsensus building skills Good leadershipGood leadership All parties have good communication skills, All parties have good communication skills,

open minded and flexible.open minded and flexible.

ConsensusConsensus is defined in is defined in EnglishEnglish as, firstly as, firstly - general agreement and, secondly - group - general agreement and, secondly - group solidaritysolidarity of of beliefbelief or sentiment. It has its or sentiment. It has its origin in a origin in a LatinLatin word meaning literally to word meaning literally to feel togetherfeel together..[1][1]

The formal process of achieving consensus The formal process of achieving consensus ideally requires serious treatment of the ideally requires serious treatment of the considered considered opinionopinion of each of each groupgroup member: member: those advocating the adoption, say, of a those advocating the adoption, say, of a particular course of actionparticular course of action

A close equivalent phrase might be the A close equivalent phrase might be the "collective agreement" of a group, keeping "collective agreement" of a group, keeping in mind that a high degree of variation is in mind that a high degree of variation is still possible among individuals, and still possible among individuals, and certainly if there must be individual certainly if there must be individual commitment to follow up the decision with commitment to follow up the decision with action, this variation remains important. action, this variation remains important. There is considerable debate and research There is considerable debate and research into both into both collective intelligencecollective intelligence and and consensus decision-makingconsensus decision-making. .

Consensus usually involves Consensus usually involves collaborationcollaboration, , rather than rather than compromisecompromise

Models of consensus Models of consensus

prisoner's dilemmaprisoner's dilemma This approach might be called "algebraic" as This approach might be called "algebraic" as

opposed to analytic, within mathematics, because opposed to analytic, within mathematics, because it represents an agent by a symbol and then it represents an agent by a symbol and then examines the algebraic properties of that symbol. examines the algebraic properties of that symbol. For example, the question, "Can two agents be For example, the question, "Can two agents be combined to make a new agent?" sounds like an combined to make a new agent?" sounds like an algebraic question. (More formally, "is the algebraic question. (More formally, "is the operation of consensus closed in the domain of operation of consensus closed in the domain of agents? Is there a larger domain of "abstract agents? Is there a larger domain of "abstract agents" in which this operation is closed?") agents" in which this operation is closed?")

Nominal Group TechniqueNominal Group Technique

Listing ideas on paperListing ideas on paper Round robust decisionRound robust decision Serial discussion for clarificationSerial discussion for clarification Preliminary votePreliminary vote Analyzing voteAnalyzing vote Discussion of preliminary voteDiscussion of preliminary vote RevoteRevote- RankingRanking- Index cardIndex card- Role message formRole message form- Role contractRole contract- Decision chartDecision chart

Alternative Dispute Resolution Alternative Dispute Resolution (ADR)(ADR)

Types of ADR :Types of ADR : Mediation : Neutral 3Mediation : Neutral 3rdrd party party Fact finding : Listening to both partiesFact finding : Listening to both parties Arbitration : Binding resolution, final Arbitration : Binding resolution, final

decisiondecision Ombudspersons : Person holding an Ombudspersons : Person holding an

official title in an organization.official title in an organization.

Nursing conflicts Nursing conflicts (Studies)(Studies)Richard tower, Suzanne Hitchgard. Hierarchical conflicts in nursing Richard tower, Suzanne Hitchgard. Hierarchical conflicts in nursing practice – A meta analyses. Oct 2008. Journal of nursing practice – A meta analyses. Oct 2008. Journal of nursing administration. vol(2) . 55-59administration. vol(2) . 55-59

High tower’s ( 1996) hierarchical conflicts :High tower’s ( 1996) hierarchical conflicts : 160 Managers were 160 Managers were analyzed under this study. The styles of conflict management analyzed under this study. The styles of conflict management employed were employed were

1.Avoidance ( common style) 2. Compromise 3. Collaboration 4. 1.Avoidance ( common style) 2. Compromise 3. Collaboration 4. Competition 5. AccommodationCompetition 5. Accommodation

Woodtli ( 1997) :Woodtli ( 1997) :167 deans of B.Sc. Nursing programme were 167 deans of B.Sc. Nursing programme were analyzed.analyzed.

1.Compromising 2. Collaborating 3. Avoiding 4. Accommodating 5. 1.Compromising 2. Collaborating 3. Avoiding 4. Accommodating 5. CompetingCompeting

Cavanaugh (2001) :Cavanaugh (2001) : 145 Staff nurses and 82 nurse managers 145 Staff nurses and 82 nurse managersAvoidance ( Majority)Avoidance ( Majority)Barton (2001) :Barton (2001) : Private sector Private sector 1.Compromising 2. Collaboration 3. Avoiding 4. Accommodation 5. 1.Compromising 2. Collaboration 3. Avoiding 4. Accommodation 5.

CompetingCompeting

Summary : Avoiding / compromising ( More ) Collaboration (middle) Summary : Avoiding / compromising ( More ) Collaboration (middle) Competing (Less) Competing (Less)

Cultural negotiation: A constructivist-based model for Cultural negotiation: A constructivist-based model for nursing practicenursing practiceJoanJoan  EngebretsonEngebretson , DrPH, RN, , DrPH, RN, LynnaLynna Y. Littleton Y. Littleton, PhD, RNC , PhD, RNC

Abstract Abstract  Combining abstract concepts from grand theories with the Combining abstract concepts from grand theories with the

pragmatics of nursing practice presents a dilemma for nursing pragmatics of nursing practice presents a dilemma for nursing that is being addressed with the emphasis on middle-range that is being addressed with the emphasis on middle-range theory. The philosophical perspective of constructivism is the theory. The philosophical perspective of constructivism is the foundation for a middle-range theory that links the nursing foundation for a middle-range theory that links the nursing process to holism through the respective worlds and knowledge process to holism through the respective worlds and knowledge of the nurse and client. The nursing process is situated in the of the nurse and client. The nursing process is situated in the context of the cultural worlds of the nurse, client, and health context of the cultural worlds of the nurse, client, and health care system and in the greater social context. This model care system and in the greater social context. This model allows the nursing process to be recast in new language that allows the nursing process to be recast in new language that captures the interdependence of the client-nurse interaction. captures the interdependence of the client-nurse interaction. This model accommodates the social values and beliefs of both This model accommodates the social values and beliefs of both the health care system and the social context.the health care system and the social context.

CONFLICT RESOLUTION -TOOLS FOR NURSING (CONFLICT RESOLUTION -TOOLS FOR NURSING (Antonie Antonie Hiemer)Hiemer)

Research has concluded that styles of conflict resolution are Research has concluded that styles of conflict resolution are strong predictors of the level of morale, burnout and job strong predictors of the level of morale, burnout and job satisfaction of the nursing profession. The use of negative satisfaction of the nursing profession. The use of negative coping mechanisms, such as confrontation and avoidance coping mechanisms, such as confrontation and avoidance styles, result in increased negative outcomes, increased styles, result in increased negative outcomes, increased burnout and occupational stress (Montoro-Rodriquez & burnout and occupational stress (Montoro-Rodriquez & Small, 2006). The use of avoidance as a conflict resolution Small, 2006). The use of avoidance as a conflict resolution method results in ineffective and unproductive outcomes, method results in ineffective and unproductive outcomes, since it only postpones the conflict. By avoiding the conflict, since it only postpones the conflict. By avoiding the conflict, individuals are neglecting their own needs, goals, and individuals are neglecting their own needs, goals, and concerns, while trying to satisfy those of others. This concerns, while trying to satisfy those of others. This approach has an element of being self-sacrificing and approach has an element of being self-sacrificing and simply obeying orders or serving other people (Kelly, 2006).simply obeying orders or serving other people (Kelly, 2006).

                                                                          

Putting conflict management into practice: a nursing case studyPutting conflict management into practice: a nursing case study CRISTINA GARCÍA VIVAR BSc, MSc, RGN CRISTINA GARCÍA VIVAR BSc, MSc, RGN Aim This paper is intended to put knowledge in conflict management into Aim This paper is intended to put knowledge in conflict management into

practice through reflecting on a nursing case study.practice through reflecting on a nursing case study. Background Nursing organizations are particularly vulnerable to conflict as Background Nursing organizations are particularly vulnerable to conflict as

the context of nurses' work may be difficult and stressful. Power conflict is the context of nurses' work may be difficult and stressful. Power conflict is argued to be an important source of tension within nursing units. Learning argued to be an important source of tension within nursing units. Learning to manage conflict at an early stage is therefore crucial to the effective to manage conflict at an early stage is therefore crucial to the effective functioning of nursing organizations.functioning of nursing organizations.

Evaluation A nursing case study that illustrates power conflict in an Evaluation A nursing case study that illustrates power conflict in an oncology nursing unit is displayed and reflection on conflict management oncology nursing unit is displayed and reflection on conflict management from the case is provided.from the case is provided.

Key issues There is no appropriate or inappropriate strategy to deal with Key issues There is no appropriate or inappropriate strategy to deal with conflict. However, detecting initial symptoms of conflict and adopting the conflict. However, detecting initial symptoms of conflict and adopting the most effective behaviour to conflict resolution is essential in nursing units.most effective behaviour to conflict resolution is essential in nursing units.

Conclusion Further nursing education in conflict management for staff Conclusion Further nursing education in conflict management for staff nurses and nurse managers is greatly needednurses and nurse managers is greatly needed

Nursing and Conflict (Ann Nursing and Conflict (Ann marinerTommey)marinerTommey)1.Between members of health care team1.Between members of health care team-> Physiotherapist-> Physiotherapist-> Nursing and Nursing assistants-> Nursing and Nursing assistants-> Pharmacy-> Pharmacy2. With patient’s family 2. With patient’s family 3. Between nurses 3. Between nurses -> Philosophy, values and beliefs : Ethical issues -> Philosophy, values and beliefs : Ethical issues

( abortion, blood transfusion, stem cell therapy, gene ( abortion, blood transfusion, stem cell therapy, gene therapy) therapy)

Personal goal = Personal goal = Organisational goalOrganisational goal

-> Charting-> Charting-> Work shift arrangement-> Work shift arrangement-> Time off at holidays-> Time off at holidays-> Educational levels-> Educational levels-> Professional gaps-> Professional gaps

Maquis and Huston ( 2006 ) : Maquis and Huston ( 2006 ) : 3 techniques : 3 techniques : 1.1. Recognize the tacticRecognize the tactic2.2. Raise issue explicitlyRaise issue explicitly3.3. Question tactics legitimacy and Question tactics legitimacy and

desirability by using principled desirability by using principled negotiationnegotiation

Ury (1991) : 5 Step Break through Ury (1991) : 5 Step Break through negotiationnegotiation

1.1. Do not reactDo not react2.2. Disarm themDisarm them3.3. Change the gameChange the game4.4. Build a golden bridgeBuild a golden bridge5.5. Make it hard to say NO Make it hard to say NO

Leader BehaviourLeader Behaviour Manager BehaviourManager Behaviour Empower followersEmpower followersPower to attain goalsPower to attain goalsConstructive use of powerConstructive use of powerMentorMentorImproved connectionImproved connectionGroup decision makingGroup decision makingVisible/ Relates to othersVisible/ Relates to othersExpertiseExpertisePower to manage conflictPower to manage conflictConflict resolutionConflict resolutionGrowth preceding conflictGrowth preceding conflictConflict interventionsConflict interventionsCollaborationCollaboration

Power to obtain resourcesPower to obtain resourcesManagement of power and Management of power and conflictconflictNegotiationNegotiationInformationInformationRewards / PunishmentRewards / PunishmentLegal authorityLegal authorityPlan for conflict Plan for conflict managementmanagementReduced justificationReduced justificationDirects subordinatesDirects subordinatesCompetition / BargainingCompetition / Bargaining

Overlap : power / power Overlap : power / power sources, Manage sources, Manage conflict / Resolves conflict / Resolves conflictconflict

Role of nurse manager in Role of nurse manager in NegotiationNegotiation

MediatorMediator ArbitratorArbitrator ConciliatorConciliator ConsultantConsultant

Positional pressure tactics Positional pressure tactics ( Negotiation)( Negotiation)

Refusal to negotiateRefusal to negotiate Extreme demandsExtreme demands Escalating demandsEscalating demands Calculated delayCalculated delay Smoke screen ( Inappropriate question)Smoke screen ( Inappropriate question) Over the barrel ( use weakness of others)Over the barrel ( use weakness of others) Seduction ( false promise ) Seduction ( false promise ) FlatteringFlattering Aggressive take overAggressive take over Paternalism ( Action is good)Paternalism ( Action is good)

Stumbling blocks :Stumbling blocks : Need to control others Need to control others Need to be rightNeed to be right Keep fighting everKeep fighting ever

Past , Present , FuturePast , Present , Future PastPast Present Present FutureFuture

•Conflict is badConflict is bad

• Avoidance / Avoidance / Competing approachCompeting approach

•Win - Loss methodWin - Loss method

•Authoritative Authoritative decision, not decision, not consensusconsensus

•Conflict is inevitableConflict is inevitable

•Accommodating / Accommodating / CollaborativeCollaborative

•Win-WinWin-Win

•Consensus, Consensus, Negotiation, ADRNegotiation, ADR

• Creation of conflictsCreation of conflicts

•Multidisciplinary Multidisciplinary collaboration, Shared collaboration, Shared governancegovernance

•Eliminate all chances of Eliminate all chances of loss even before loss even before occurrenceoccurrence

•Voting and opinion of Voting and opinion of each member of the each member of the nursing team before any nursing team before any decisiondecision

Indian and Western Indian and Western ScenarioScenario

IndianIndian WesternWestern

1.1. Negotiation, ArbitrationNegotiation, Arbitration

2.2. Avoidance, Avoidance, Accommodation Accommodation approachapproach

3.3. Dysfunctional conflictsDysfunctional conflicts

4.4. Authority- Obedience Authority- Obedience approachapproach

5.5. Withdrawal approachWithdrawal approach

Negotiation, Negotiation, Arbitration, ADRArbitration, ADR

Compromise, Compromise, collaborationcollaboration

Functional conflictsFunctional conflicts

Problem solving, Problem solving, Decision makingDecision making

Collective bargainingCollective bargaining

Criticism and SuggestionCriticism and SuggestionCriticismCriticism SuggestionSuggestion

•Avoidance and Avoidance and withdrawal methods withdrawal methods largely practicedlargely practiced

•Authoritative- Authoritative- Obedience approach in Obedience approach in nursingnursing

•Win- Loss situationsWin- Loss situations

•Collaboration, Problem Collaboration, Problem solving and decision solving and decision making making • Bargaining, ADR, Bargaining, ADR, Nominal group Nominal group technique need to be technique need to be exercisedexercised•Win- Win situations Win- Win situations

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article.cfm/negotiation- consensus-conflict management