Conflict Resolution

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Conflict Resolution Definition Webster a
clash, competition, or mutual interference of
opposing incompatibilities, forces, qualities
(ideals, interest, wills) value and belief
conflict within one individual, between two or
more individuals, between two or more
group. Importance of conflict Dealing with has
become increasing important to in health care
institution 1.Increasing complexity of
delivering health care. 2.Rising expectations of
those delivering and receiving health
care. 3.Changing role of nurse. 4.Increasing
competition among health care institutions. 5.Pres
sure from Medicare. 6.Increasing threat posed by
legal action.
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Positive aspect of conflict Even though
conflict is inevitable in organization, it dose
not have to be destructive to the organization.
There can be many positive consequences of
conflict. 1.It provides heightened sensitivity
to problem. 2.Conflict can serve as stimulus in
developing new facts or creative solutions when
there are disagreement. 3.Changing and developing
to the best in the work. 4.Refresh to the team
activity and breakdown to the routines
work. 5.Increasing good relationship between
health team worker into other department in the
hospital. 6.Increasing good competition between
others hospital and make high quality of care.
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Negative aspect of conflict Conflict can result
in the conflicts being suppressed, which dose not
resolve, the conflict and may cause severe
consequences in the future. 1.Conflict often
lead to aggressive behavior on the part of those
individuals or groups in conflict. 2.Conflict can
be very stressful to individuals. 3.Bad
relationship between health team worker. 4.Lead
to bad result reflects to the health
patient. 5.Increase tendency to occur many big
problems. 6. Conflict effect on work quality and
quantity of care.
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• Type of conflict
• There are two type of the conflict constrictive
  conflict (competition conflict), destructive
  conflict (disruptive conflict).
• constrictive conflict
• It means building on positive things with
  suitable method and follow up to principles also
  main goal achievement to the goal without prevent
  goal to other person.
• Destructive conflict
• It mean building on negative things with illegal
  method and no any principles also the person
  emphasize win and give loss to the other person
  into nervous environment.

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Antecedate conflict
Felt conflict
Perceived conflict
Manifested behavior
Conflict resolution
Resolution aftermath
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• Other antecedent condition
• Roles are defined as the expectations of each
  regarding ones own and behavior.
• Unclear roles.
• Occur when one or more parties have related
  responsibilities that are ambiguous or
  overlapping. The nurse manager might experience
  conflict in her responsibility as administrator
  versus her roles as staff member. Similar to this
  are unclear or overlapping job description or
  assignments. For example, there could be conflict
  over such mundane issues as the responsibility of
  the nurse versus transported in sending a patient
  to another department or moving a patient from
  bed to chair.

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• Competition for scarce resources.
• Could be internal (among different units in the
  hospital) or external (among different hospital).
  Internally competition for resources could
  involve the assigning of staff from one unit to
  another or the stockpiling of supplies, such as
  linen or wheelchairs, by one unit. Externally,
  hospital may compete for patients due to reduced
  occupancy rates. Recently, competition for
  resources has become conflictive factor between
  nurses and physicians. Physicians have challenged
  the role of nurse practitioners, charging them
  with practicing medicine without alicense, on the
  basis of legal interpretations of medical and
  nursing practice acts. While these charges are
  publicly touted to promote patient care, many of
  the involved parties believe they really stem
  from economic concerns and are intended to reduce
  competition for health care services.

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• Differences in values and beliefs.
• Is frequent contributor to conflict in health
  care institutions. Values and beliefs result from
  the socialization processes that individual
  experience. Conflict between physicians and
  nurses or between nurses and administrators, or
  even between nurses with associate degrees verses
  diploma verses baccalaureate degrees often come
  from differences in values and beliefs. The
  latter division raises conflict over which
  education is the best preparation for practice.
• Task interdependency.
• Is a potential source of conflict in health care
  institutions. The three levels of functional
  interdependence are pooled interdependency,
  sequential interdependence, and reciprocal
  interdependence.

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• Pooled interdependence exits.
• When units are relatively independent of each
  other they are members of the same organization
  and draw their budgets and other resources from a
  common pool. An example in a health care unit
  might be the interaction between the finance
  department and the nursing department. Direct
  interaction seldom occurs, and managing the
  relationship between these units is not
  difficult.
• Sequential interdependence.
• Is where the output of one unit is the input of
  another unit, where the tasks of the first unit
  need to be performed before the second unit can
  perform its task. This I similar to the
  relationship between support such as admission,
  discharge and nursing. Functional nursing
  involves sequential interdependence. Sequential
  interdependence can become a particularly
  difficult situation when the dependent unit is of
  higher status for example, when a nurse has to
  wait for housekeeping services.

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• Reciprocal interdependence.
• Is where the output from each unit becomes the
  input of the other unit and vice- versa. The
  relationship between the nurse and the physician
  is typically reciprocal in nature, as are the
  relationships among shifts among the LPN, NA,
  and the RN and between units such as radiology
  and the medical-surgical unit. Team nursing and
  primary nursing are also examples of reciprocal
  interdependencies.
• Distancing mechanisms or differentiation.
• Serve to divide a group member into small
  distinct groups, thus increasing the change for
  conflict. This tends to lead to a (we- they)
  distinction. Examples might be opposition between
  intensive care nurse and floor nurses, night
  versus day shifts, and nursing aides versus
  registered nurses. One of the more frequently
  seen examples is distancing between physicians
  and nurses. Differentiation among subunits is
  also due to differences in structure. Many of the
  administrative units are

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• very bureaucratic in nature, nursing unit are
  structured on amore professional basis, while the
  staff physicians have even ad efferent structure,
  and the non staff physicians, who are
  entrepreneurs, are relatively independent from
  the heath care unit.
• Unifying mechanisms.
• Occur when greater intimacy develops or when
  unity is sought. All nurse managers might be
  expected to reach consensus over an issue but
  experience internal conflict, as they may not be
  wholly committed to the groups position. The
  most classic example of a unifying mechanism is
  the relationship between husband and wife. As
  intimacy increase, issues arise that would not
  normally cause conflict in a casual relationship
  but do affect these closer relationships. A nurse
  manger friendship with a staff member may lead to
  this type of conflict.
• Structural conflict.
• Is commonly seen in the health care environment
  is often structural conflict. This conflict
  evolves from the relationship between members of
  organization. These relationships

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(superior to subordinate, peer to peer) provoke
conflict due to inadequate communication,
competition for resources, opposing interest, or
a lack of shared perceptions or attitudes. A
nurse manager (superior) stimulates conflict
between herself and a staff member (subordinate)
in reprimanding the staff member for some
inappropriate act. If the nurse manager is unable
to communicate to the staff member why the act
was unacceptable, opposing interests develop and
the conflict is sustained. In this situation.
Positional power is often imposed. Positional
power refers to the authority that is inherent in
a certain position for example, they director of
nursing service has greater positional power than
a nurse manager.
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 Other aspects of the conflict process Perceived
and felt conflict are parts of the conflict
process that explain how conflict may occur when
the parties involved view the situations or
issues from differing perspectives or
misunderstand each others position or when
positions are based on limited knowledge
perceived conflict refers to each parities
perception of the others position it is a logical
and impersonal set of conflicting conditions
present between two or more parities felt
conflict refers to the feelings of opposition
within the relationship of two or more parties it
is characterized by mistrust,hostility,and
fear. To demonstrate how this process may work,
consider this situation nurse manager joins and
surgeon smith have worked together four years
they have mutual respect for each others ability
and skills and communicate frequently when their
subordinates clash, they are left with
conflicting accounts of a situation where the
only agreed-upon fact is that a patient received
less than appropriate care now consider the same
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the same scenario if the nurse and doctor have
never dealt with each other or if one feels that
the other will not approach the problem
constructively in these situations The
attitudes and feeling of the nurse and doctor are
critical in the first situation, because of their
positive regard for each others abilities, nurse
and physician believe they can constructively
solve the conflict the nurse does not feel the
physician will try to dominate while the
physician respects the nurse managers managerial
ability with these preexisting attitudes the
physician and nurse can remain neutral while
assisting their subordinates to solve the
conflict in the second situation the nurse and
physician may approach the situation differently
if each assumes the other will defend her or his
subordinates at all costs communication will be
inhibited the conflict is resolved by domination
of the stronger person either in personality or
position one wins the other loses.
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Manifest behavior is the action that results or
what happens overt action may take the form of
aggression, competition, debate, or problem
solving covert action may be expressed by variety
of indirect tactics such as scapegogating,
avoidance, or apathy The final stages of the
conflict process are suppression or resolution
and the resulting aftermath suppression occurs
when one person or group defeats the other only
the dominant side is committed to the agreement
and the loser may or may not carry out the
agreement resolution occurs when mutually
agreed-upon solution is arrived at, and both
parties commit themselves to carry out the
agreement the optimal solution to conflictive
situations is to manage the issues in away that
will lead to a solution wherein both parties see
themselves as winners and the problem is defeated
this leaves an aftermath that will affect future
relations and can influence feelings and
attitudes .
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Groups processes Groups are often a source of
conflict in organizations understanding why group
from and how they influence behavior in
organizations is important for anuses manager
whenever Hunans interact together in
organizations they are likely to form cohesive
groups nurses are no exception often highly
cohesive groups of nurses develop strong norms as
to how nurses ought to behave cohesive groups are
more likely to develop where there are shared
values and beliefs where individuals have similar
goals and tasks where individuals have to
interact together to achieve these e tasks where
there is proximity in both time and
distance (I.e., they work in the same unit and on
the on the same shift), and where they have
specific needs that can be satisfied by the group
.For example, groups provide a means of
satisfying social needs and opportunities for
interaction, provide an identity, provide
protection from common enemies, provide a means
of testing reality, and help to accomplish tasks
that the individual cannot achieve alone.
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Interagroup conflict Interagroup conflict can
occur when these group norms or standards are
violated or changed. For example, in an
organization undergoing decentralization, nurse
managers might be expected to change in various
ways, such as earning a bachelor degree or
wearing street clothes and lab coat instead of a
conventional uniform. This change might conflict
with group norms and could stimulate internal
conflict for nurse managers who have perceived
themselves differently.groups often develop norms
relative to how hard a person is expected to
work, making it more difficult for the nurse
manager to influence productivity. Another
potential intragroup conflict problem that a
nurse manager must deal with would be the
introduction of new members into a cohesive
group. The nurse manager must make sure that the
new members are accepted and made part of the
group.
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Intraorganizational conflict Conflict between
groups, departments, or divisions of an
organization is often a consequence of the degree
to which these units are differentiated from
another. According to Lawrence and lorsch,
differentiation between units may be due to
differences in structure, time orientation,
interpersonal orientation, or subenviroment
orientation .For example, some units in hospitals
such as food service and housekeeping tend to
have more mechanistic structures while financial
services and accounting might have a bureaucratic
structure and units such as nursing will be
structured on a more professional basis. In terms
of time orientation, research units might have
long-time orientations while the emergency room
would be an example of a unit with a short-time
orientation. Some units in a hospital such as
personnel or public relations might have strong
interpersonal orientation while laboratories
might have strong
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task orientations. The final dimension of
differentiation is subenvironment orientation
administrative units such as finance would have
an orientation toward the economic environment
while units such as radiology would have amore
technical or scientific subenviroment
orientation. Conflict management The management
of conflict is an important part of the nurse
managers job. Anumber of techniques can be used
by the nurse manager to manage conflict. Smoothing
(lose-lose) is accomplished by complimenting
ones opponent down-playing differences and
focusing on minor areas of agreement as if little
disagreement exists smoothing may be appropriates
in dealing with minor problems but in response to
major problems it produces the same results as
withdrawing.
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.Avoiding (lose-lose) is similar to withdrawal
except the participants never acknowledge that a
conflict exists Avoidance is the conflict
resolution technique often used in highly
cohesive groups that are engaged in(group
think).The group avoids disagreement because they
do not want to do anything that may interfere
with the good feelings they have for each
other. .Forcing (win-lose) is a method that
yields an immediate end to the conflict but
leaves the cause of the conflict UN resolved.
Superior can resort to issuing orders but the
subordinates will lack commitment to the demanded
action forcing may be appropriate in life or
death. situations but is other wise
inappropriate
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Competing (win-lose) is an all-out effort
regardless of the cost. Competing like forcing
may be needed to prevail in situations involving
unpopular or critical decisions. negotiation
(win-lose) collaboration, compromise, and
confrontation are generally more effective modes
of responding to conflict. Negotiation involves
give-and-take on various issues among the parties
it is used in situations in which consensus will
never be reached. Therefore, the solution is not
often achieved. Negotiation often becomes a
structured formal procedure as in collectives
bargaining.
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Collaboration (win-win) implies a mutual
attention to the problem that utilizes the
talents of all parties in collaboration the focus
is on solving the problem not defeating the
opponent the goal is to satisfy both parties
concerns collaboration is useful in situations
where the goals of both parties are too important
to be compromised. Compromise (lose-lose) is
used to divide the rewards between both parties.
Neither gets what he or she wants. Compromise can
serve as a backup to resolve conflict when
collaboration is ineffective it is sometimes the
only choice when opponents of equal power are in
conflict over two or more mutually exclusive
goals compromising is also expedient when
solution is needed rapidly.
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The confrontation (win-win) technique of
resolving conflict is similar to the
collaboration technique and is considered to be
the most effective means for resolving conflicts.
This is a very problem-orientation technique
where the conflict is brought out into the open
and attempts are made to resolve it through
knowledge and reason Lawrence and lorsch refer to
this mode using aphorisms such as (by digging and
digging the truth is discovered) and seek till
you find and you will not lose your labor .The
goal of this conflict resolution technique is to
achieve win-win solutions. Conflict
Intervention The following are some of the basic
rules on how to medicate a conflict between two
or more parties 1.Protect each party self
respect. Deal with conflict of issues, not
personalities.
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2.Do not put blame or responsibility for the
problem on the participants. The participants are
responsible for developing a solution to the
problem. 3.Allow open and complete discussion of
the problem from each participant. 4.Maintain
equity in the frequency and duration of each
partys presentation. There is a tendency for a
higher status person to speak more frequently and
longer than a lower status person. If this
occurs, the mediator should intervene and ask the
lower status person for response and
opinion. 5.Encourage full expression of positive
negative feelings within an accepting atmosphere.
There is a tendency for the novice mediator to
discourage expressions of disagreement.
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6.Make sure both parties listen actively to each
others words. One way to do this is to establish
the ground rule that requires each person to
summarize the comments of the other prior to
stating her or his own position. 7.Identify key
themes in the discussion and restate these at
frequent intervals. 8.Encourage the parties to
provide frequent feedback to each others
comments. Each must truly understand the others
position. 9.Assist the participants in developing
alternative solution, selecting a mutually
agreeable one, and developing a plan to carry it
out. All parties must be a greeable to the
solution for successful resolution to
occurs. 10.At an a greed- upon interval, follow
up on the progress of the plan. 11.Give position
feed back to participants regarding their
cooperation in solving the conflict.
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Reference .Health cares manager
book. .Organizational behavior book. .Leadership
management book. .www. Googol. com. . Working
By 1.Rasha Abu Abdo 3.Asma Hamad 2.Rana Abu
Abdo 4.Maha Abu Hajar