NCM 119 Nursing Leadership and Management Conflict Management PDF

CONFLICT MANAGEMENT The potential for conflict exists because these vital resources are limited. (e.g. aragaw hit basketball...

CONFLICT MANAGEMENT The potential for conflict exists because these vital resources are limited. (e.g. aragaw hit basketball court, financial allocation) They must be allocated so some groups inevitably will get less than they want/need, conflict or loss of cooperation can result as org. Groups complete the greatest possible share of available resources. 2. DIFFERENCE IN GOALS BETWEEN ORGANIZATION UNITS Organization subunits tend to become specialized or differentiated as they develop dissimilar goals, tasks and personnel. Such differentiation leads to conflict of interest/priorities, even when the overall goals of the org are agreed upon. (Ex: sales dept, might want to lower prices to attract more customers while the production dept might want higher prices to meet manufacturing costs.) Ex. In school, management might want to increase the number of enrolled for a higher tuition fee income. 3. INTERDEPENDENCE OF WORK ACTIVITIES It exists when two or more sub-units depend on each other to complete their respective tasks. Conflict arises when all the groups involved are CONFLICT given too much to do. A clash between hostile or opposing parties or ideas Tension among the various group members will It is a natural phenomenon that strengthens an increase, and they may then accuse each other of organization by reconciling divergent opinions and shirking their responsibilities. resolving factionalism. The potential for conflict is greatest when one unit is Is a warning to management that something amiss unable to begin its work until the other unit and It should stimulate a search for new solution completes its job. through Ex: Patient for surgery or nurse can’t begin work - problem-solving unless the staff nurse is through with pre-op - clarification of objectives activities. - establishment of group norms Ex: A clinical instructor being late in the submission - determination of group boundaries of grades. An OR nurse wheel the pt to the OR. It exists when an inner or outer struggle occurs They cannot start unless the preoperative checklist regarding ideas, feelings or actions. or preoperative medications are given. Kun maiha The task of the nurse managers is to identify the didi ha ward, maiha mag start ha OR. Another, in source of conflict and to understand the points of the hospital, late upcoming nurse/ receiving nurse friction. resulting to the delay of the endorsement. The nurse manager can then proceed with the process of conflict resolution, striving to see that all 4. DIFFERENCES IN VALUES OR PERCEPTIONS participants are left with a feeling of self-worth AMONG ORG. UNITS because their views, feelings and behavior were Higher-level managers concerned with long range treated with respect and value. mgt-... union considerations might want to avoid setting precedents on those issues and may try to ORGANIZATIONAL CONFLICT restrict the flexibility of first-line supervisors. Is a disagreement between two or more Ex: First-line supervisors who must get shipments organization members (PT vs Nursing, Medtech vs out quickly may give in to the union shop steward on Nursing, Nursing vs Law etc.) arising from the fact some issues rather than risk a slowdown that they must share scarce and from the fact that they have different statuses, goals, values, 5. INDIVIDUAL STYLE perception. Intergroup conflict is high when members differ in SOURCES OF ORGANIZATIONAL CONFLICT work attitudes (mayda mga masigasig magtrabaho, some work like a bao/ turtle), age (gen 1. NEED TO SHARE SCARCE RESOURCES z, millennials etc.), and education. For example, the young employees are idealistic, enthusiastic. An mga lagas na mga employees, they don’t want to go SURNAME  CONFLICT MANAGEMENT out of their comfort zone. Mga bata bata yana na When the nurse is confronted with unethical issues employees iba ira work ethics, waray nira sense of and is torn between loyalty to personal urgency. convictions and loyalty to the org. Kumita ka han People who are highly authoritarian or low in imo co-nurse na kumuha hin ponstan (nsaid) from self-esteem may anger their colleagues by the pt’s cubicle, you are torn between reporting to overreacting to mild disagreements. (If you your head nurse or keeping it to yourself because if encounter these types of people, check their you keep it to yourself, kawawa it patient. If dire mo upbringing or where they are coming from because liwat isumat, makaluluoy it imo co-nurse. This is sometimes, those kinds of people are crying for conflict within the individual, within one’s own help, those na nagiisog-isog) personal values. When there is a role conflict as when the nurse managers are trying to meet job demands in addition to the demands of the role of spouse and 6. ORGANIZATIONAL AMBIGUITIES parents. Conflict as an administrator and conflict to Ambiguously defined work resp. and unclear goals your relatives. may create conflict. When the nurse feels there is work overload and Kulang hin human resources. Sometimes, one expectations from a number of sources can’t be person will carry the load of another person. More completed within the given time and quality limits. job responsibilities. An area is compromised. When the nurse feels divided between desires for One manager may try to expand the role of his personal independence and feels committed to subunits, this effort will stimulate other managers to conform to the demands of the organization “defend their turf”. Meaning, it usa na manager When the expectations exceed capability and the na-expand it iya duty it usa liwat nayakan “uy, dire nurse is confronted with making decisions about na ito imo trabahuon, akon na ito”. Para bang you whether to “bluff” the situation while learning the job are crawling on to the turf of another organization or or risk the consequences of revealing incompetence another division that will stimulate other managers for the role. to react. There is a communication breakdown. 2. CONFLICT BETWEEN INDIVIDUALS (in same org) SOURCES OF CONFLICT Caused by personality differences. 1. Cultural Differences may contribute to differing Such conflicts erupt from role-related pressure or attitudes, values, beliefs and behaviors. For from the manner in which people personalize example, Filipinos, are very warm unlike people conflict between groups. from other places, who feel superior. Another, people from Bohol are very courteous unlike 3. CONFLICT BETWEEN INDIVIDUALS AND waray-waray people, siplat la nagbubunuay na. GROUPS Conflict may arise because the individuals Related to the way individuals deal with the involved do not have the same facts. pressures conformity imposed on them by their work 2. Varying goals and objectives or contrasting group. procedural strategies for accomplishing mutually Ex: An individual may be punished by his or her acceptable goals produce conflict. work group for exceeding or falling behind the 3. Variations in personal value systems or in group’s productivity norms. perceptions of ethical responsibilities can lead to divergence in choices of both goals and methods 4. CONFLICT BETWEEN GROUPS IN THE SAME thus producing conflict. ORG 4. Conflict increases with both number of HORIZONTAL - Line-staff and labor management organizational levels and the number of conflict disciplines and specialties. VERTICAL - Between management and staff. 5. Ambiguous jurisdiction. Include the need to share resources. Difference in 6. Competition for scarce resources. Specially values and goals kwarta 7. Need for consensus all contribute to conflict 5. CONFLICT BETWEEN ORGANIZATIONS 8. Communication barriers impede understanding. There is competition (e.g. foundation days) e.g., “gitutuoki gait”, “pud ay”, “kido”, or “ugingon” It’s desirable because it can lead to the have different meanings in different places. development of new and better services. Such conflict may lead to the development of new TYPES OF CONFLICT products, technologies, services, lower prices (an example is when Robinson’s lowered their rent 1. CONFLICT WITHIN THE INDIVIDUAL OCCURS when another mall was built), more efficient When there is uncertainty about the work utilization of resources. expectations because of insufficient or unclear information. TYPES OF CONFLICTS SURNAME  CONFLICT MANAGEMENT 1. VERTICAL AND HORIZONTAL Management and staff OVERLOAD o related to inadequate communication, If the individual can’t meet expectations placed on opposing interest him/her. Line-staff staff The person simply is unable to accomplish so much o Struggle between domains related to within a limited time period. activities, expertise, authority PERSON-ROLE CONFLICT 2. INTERDEPARTMENTAL CONFLICT Result of disparity between internal and external Related to the need for consensus, work sequence roles. and common use of shared facilities. An individual has perceived roles and expectations based on one’s values and perceptions of oneself. 3. INTRASENDER CONFLICT When one’s values, needs, or capabilities are Sender gives conflicting instructions or expects incompatible with the role requirement, person-role conflicting or mutually exclusive behavioral conflict is created. responses. Iba iba an iya yakan. If the nurse believes that people are important but Ex: Supervisor demands higher quality of nursing must process patients through a large clinic in a care but refuses to an inadequate staff or permit. relatively impersonal manner, the nurse may experience person-role conflict. 4. INTERSENDER CONFLICT Individual receives conflicting messages from two or Table 1. Title of the table (if necessary) more sources. Ex: Leaders or managers may implement for an SAMPLE TABLE SAMPLE TABLE incentive plan to stimulate production, yet peer - Sample characteristic - Sample characteristic pressure may discourage “rate bruising”, which is o Further details doing more than the accepted norm. o Additional information Ex: The dean may expect department chairpersons o Abv. used to function as administrators, yet the faculty may *Abv – abbreviation. expect them to act as their faculty advocates. CONSEQUENCES OF CONFLICT 5. INTERROLE CONFLICT INCREASE IN COHESION AND RISE IN Individual belongs to more than one group PERFORMANCE Ex: A person may be expected to attend two - Group members in an inter-group conflict situation different committee meetings at the same time close ranks and put aside former disagreements. Job expectations can interfere with one’s family life Individual has to develop a system of “trade- offs THERE MAY BE A RISE OF LEADERS - When conflict becomes intense, those individuals 6. PERSON ROLE CONFLICT who can most contribute to victory become more A result of disparity between internal and external important. The more aggressive, able, or roles. articulate group members are given increased One’s values, needs or capabilities are incompatible power by the group. Rivalry for leadership with role requirements. decreases, and the group works harder to overcome the enemy. VERTICAL CONFLICT Difference between managers and staff members DISTORTED PERCEPTIONS (vertical conflict) often related to: - They regard their own skills and performance as 1. Inadequate communication usahay it mga superior and rationalize or dismiss their own organizations hit sakob hit establishment damot shortcomings while emphasizing those of grapevine competitors. 2. Opposing interests 3. Lack of shared perceptions and attitudes INCREASE IN NEGATIVE STEREOTYPES In vertical situations, managers often attempt to - As each side belittles the other’s ideas, the control staff associates behavior and the staff differences between the groups are seen as associates resist, often leading to managers to greater than they actually are, while the apply position power through impersonal differences within each group are seen as less bureaucratic rules. than they actually are. LINE-STAFF CONFLICT SELECTION OF STRING REPRESENTATIVE Usually horizontal - To deal with the other side, each group selects Commonly a struggle among domains related to representatives that it believes will not face activities, expertise and authority, and may be pressure from the other group. related to interdepartmental strife. SURNAME  CONFLICT MANAGEMENT - Each group perceives its own representatives in a - Community Service highly positive way and opposing representatives - Aiding the sick in a negative way. - Caring for children DEVELOPMENT OF BLIND SPOTS 2. FLIGHT AND ACTIVITY - Competitive struggle adversely affects the rival’s - Whereby a person keeps busy to avoid thinking ability to grasp and think accurately about their about problems. respective position. - It provides some temporary relief but does not - Strong group identification heightened by fear of solve problems. defeat or sell-out blinds both sides to the similarities in their proposals that, if recognized, 3. COMPENSATION could make a settlement possible. - An individual may compensate for a real or imagined inadequacy in one area by substituting a ISSUES ARE RECOGNIZED AND BROUGHT OUT high degree of proficiency in another area. IN THE OPEN - Suppression of feelings in an organization leads 4. IDENTIFICATION to trouble. When conflict arises, it should be - Enhancing one’s self-esteem by imitating identified and dealt with. another’s behavior. You imitate the work habits of - Recognition of conflict by management sanctions other people. open communication between the individual, the first step in the process of conflict resolution. 5. ANOTHER GOAL SUBSTITUTED - A rejected job applicant may find another job POOR PERFORMANCE he/she enjoys more. - Conflict that is too low results in poor performance. Passive people who are afraid to 6. RATIONALIZATION “rock the boat” rather than try to find new and - Manager may find reason to find someone she better ways of getting things done repress their doesn't like or pad her expense account because feelings of conflict and accept things the way they “everyone does it” are. - Provides acceptable explanations for undesirable - Individuals drift along, tolerating each other’s beliefs or behaviors. weaknesses and lack of performance building up tension and stress. 7. ATTENTION GETTING - Loud talking, wearing bright and sexy clothing, EFFECTS OF CONFLICT unusual hairstyles - May involve: Increases worker motivation, stimulates innovative - Seeking highly visible jobs problem solving and facilitates clearer - Engaging in loud or excessive talking understanding of one’s own and other’s point of - Wearing bright or sexy clothing view. - Unusual hairstyles Conflict maintains necessary internal boundaries - Driving flashy cars between categories and hierarchy of workers. - Conflict satisfies excessive needs for stimulation or 8. REACTION FORMATION recognition. - When individuals repress unacceptable behaviors An individual whose needs for recognition are not and values and substitute the opposite attitudes satisfied by praise, approbation and pleasant human and behaviors. intercourse may obtain desired attention by - EXAMPLE: Employee who was denied a merit engaging co-workers in conflict. pay increase may defend the manager and Conflict participation engenders a sense of crises in vigorously support the related policies. an individual producing feelings of anxiety and urgency. 9. FLIGHT INTO FANTASY o If you used another abbrev. that cannot be - A nurse’s aide may daydream about being the explained in the succeeding sentences, put it in charge nurse the abbreviations list. - Allows one to think about something else. - Daydreaming, watching television and going to REACTIONS TO CONFLICT the movies are constructive forms of relaxation, 1. SUBLIMATION - ENGAGING IN EXCESSIVE FANTASY - Unacceptable feelings are repressed and INTERFERES WITH PRODUCTIVITY channeled into socially acceptable activities. - If expressed directly, is directed into other 10. PROJECTION activities such as: - An unsuccessful person who wants to block - Jogging another’s success claims that the colleague is - Tennis hostile and uncooperative SURNAME  CONFLICT MANAGEMENT - People may protect themselves from the colleague who is hostile and uncooperative. REACTIONS TO CONFLICT undesirable feelings and traits by attributing them 1. Competition can escalate conflict to others. 2. When one feels one is righteous, one may stop - EXAMPLE: Students who are unable to answer listening, thus losing an opportunity to learn. may say that the question is unclear or that the 3. Labelling such as calling someone lazy, escalates teacher does not know how to take the exam. the conflict. - 4. Dealing with personalities escalates conflict. 11. DISPLACEMENT 5. Issue expansion. Includes issues from other - Getting angry at the staff after the director times and rehashing “old baggage”. EXAMPLE: “I reprimands the chief nurse. am mad about this today... Last week... Last - Redirects emotions towards ideas, people or month you did something else.. “ objects other than the source of the emotions. 6. Bickering. Often makes conflict worse unless one - EXAMPLE: After the director corrects the nurse identifies the problem causing the discomfort and manager, the nurse manager may displace takes a problem-solving approach. aggression by snapping at the staff. 7. Coalition formation. Gets other people involved and is a power strategy 12. WITHDRAWAL 8. Threats. Constricting others and making threats - A staff nurse who is frustrated by hospital working escalate conflicts. conditions may go into teaching. 9. Avoidance. Avoidance and the chilling effect by not speaking to someone is not helpful and can 13. FIXATION lead to decreased commitment and the end of a - The maintenance of a certain maladaptive relationship. behavior even though it is obvious that it is not 10. Intentional Hurt. One of the most difficult- that effective in this situation. may lead to revenge 14. CONVERSION - Converting an emotional conflict into physical DE ESCALATION OF CONFLICT TACTICS symptoms. 1. LISTENING - good way to de-escalate conflict. 15. WITHDRAWAL OR ESCAPE - It shows that one cares about the person by - Removes one from the area of frustration. For taking one’s time to listen to them. example: a staff nurse who is frustrated by - The other person may be able to talk through the hospital working conditions may go into teaching. problem and solve it, particularly if one asks questions that lead one through problem solving. 16. REGRESSION 2. SHOWING TACTIC AND CONCERN FOR - Strained emotions run high and tension increases OTHERS - Pushes painful information and memories into the - Acknowledging the other person’s point of view in subconscious, but the material is not forgotten soft voice tones is comforting. - EXAMPLE: Sometimes people who have been 3. APPEALING TO DE-ESCALATION sexually abused do not remember this until later - By saying something such as “I don’t want to fight in life when they begin to develop strange about it.” symptoms. 4. GOODWILL GESTURES - Such as “Let’s get a cup of coffee and discuss 17. SOMATIZATION this” - An individual may unconsciously convert an 5. ALLOWING THE AIRING OF FEELINGS emotional conflict into physical symptoms - Feelings often dissipate after we talk about how (somatization) such as the common tension we are feeling. headache. 6. NEGATIVE INQUIRY - Paralysis of an arm to avoid writing a report or - Is an assertive technique of asking for more losing one’s voice to avoid discussing an information and trying to resolve the problem unpleasant topic. When one is criticized, one tends to get defensive, which escalates conflict. 7. USING METACOMMUNICATIONS In addition to defense mechanism, people may frame or - One discusses the communication as it is define problems by: occurring. “I am trying to talk to you, and you are 1. Confusing interests with positions, walking away from me” 2. Confusing material interests with fundamental human 8. RESPOND TO ALL LEVELS OF needs, COMMUNICATION 3. De-humanizing opponents and - “I know that it is my weekend to work but I am 4. By being very competitive. angry that I have to work”. 9. FRACTIONALIZATION SURNAME  CONFLICT MANAGEMENT - Breaks the problem down into more manageable components. 10. POSITION PAPER Focus on tasks Decline in cooperation and - Help move people from opposite poles to a more teamwork middle-of –the-road-stance. 11. PROBLEM SOLVING Feedback Loss of self-esteem - Is a very effective de-escalator 12. ESTABLISHMENT OF OUTSIDE CRITERIA - Used when all else fails. TYPES OF CONFLICT ATTITUDES TOWARDS CONFLICT 1. INTERPERSONAL CONFLICT or (conflict A. Bureaucratic or Conservative within the individual) - Managers believe that conflict is - Two opposing opinions within a single individual. unnecessary, harmful and reflects a The value system may be in conflict with the failure of planning and control. They organization’s values. The conflict arises when a equate conflict with a fight, an unpleasant person has trouble selecting from among the argument, trouble, anger, pain and goals. tension. - Most choices fall into three categories: B. Human Relations Theorists - A choice between two good possibilities. - Take a liberal approach to conflict, - A choice between two mixed possibilities. contending that is a normal frequent - A choice between two bad possibilities. occurrence because human beings have - needed that clash. 2. INTERPERSONAL CONFLICT or (conflict within the individual) - It is viewed as the result of personality differences TWO VIEWS OF CONFLICT or the product organizational roles assigned to each individual. - Can be due to: CLASSICAL VIEW CONTEMPORARY VIEW - Interrole Conflict○ Personality Differences - Leadership-Style Disagreements 1. Conflict is 1. Conflict is - Ethnic, Religious, Sex Stereotypes avoidable inevitable - Work norms & Work Attitudes - Incongruent Goals 2. Conflict is cause 2. Conflict arises from - Idiosyncrasies, Abrasiveness, etc. by management conditions which are - errors in designing inherent in org. 3. CONFLICT BETWEEN INDIVIDUALS AND and managing competitions for limited GROUPS organizations rewards, goal differences. - The individual who does not agree with the group behavioral norms or within the values found within 3. Conflict results 3. Conflict results for the corporate culture will conflict with the work from breakdown in individual and group group or with the entire organization. Some communications differences such as those conflicts may be due to differences of opinions or and lack of trust in education, training and performance due to role perceptions, clashes over and experiences. ethical issues, disagreements about work norms, understanding etc. between - Potential Conflict between Individual & Groups individuals and - Leadership style disagreements between groups - Job & tasks expectations - Age, sex, ethnic, religious disparities - Work norms & individual attitudes BENEFITS AND COSTS OF CONFLICT - Ethnic or other role incongruence - Performance evaluation inconsistencies - Perceived inequities in rewards BENEFITS COST 4. CONFLICT BETWEEN GROUPS Energy and enthusiasm Tension and anxiety - Various groups have different objectives that often conflict. Diagnostic value Causes may be - Affective Conflict –based on emotional response overlooked to a situation. - Substantive Conflict –intellectual disagreements Generation of new and Rigidity in position among group members. creative solutions - Potential Conflict between Groups: SURNAME  CONFLICT MANAGEMENT - Budgets & financial distributions III. FELT STAGE - Policies, procedures, rules - One or more parties feel tense or anxious, angry, - Resource allocations hostile - Interdependence of group activities - Affective state is present such as: - Labor management relations - Stress - Skill on task demarcation - Tension - Group profile & stereotyping - Anxiety - Inept systems: compensation, promotion - Fear - Power, politics & group polarization - Anger - Mistrust 5. CONFLICT BETWEEN TOTAL ORGANIZATION - Hostility - Free enterprise economic system is characterized - FELT CONFLICT - Trust for ex. - Is a significant by vigorous competition. Each business seeks the factor in the development of a manifest conflict. consumers’ dollar in the marketplace and this The individual possesses a trusting attitude. brings total business organizations into conflicts. - - IV. MANIFEST STAGE 6. OTHER CAUSES OF CONFLICT - Observable behavior is designed to frustrate - Poor communication another’s attempts to pursue goals. There is open - Inept control systems aggression and withdrawals. - Leadership styles maybe at odds with employee - It is the acceleration of conflict when the tensions expectations become active conflict. - Poor system of personnel selection - Can be either constructive or destructive to - Capricious compensation decision problem solving. Escalation conflicts can become - Inequitable work assignment a spiral when each side provokes the other and - Inconsistent promotion policies seeks revenge. - V. AFTERMATH STAGE PHASES OF CONFLICT - Conflict aftermath describes the resulting 1. PHASE OF DIFFERENTIATION relationship —,-supportive, paternalistic, or - Disputants identify the issues that divide them and perhaps adversarial-between parties in conflict. ventilate feelings about those differences. 2. PHASE OF INTERROGATION TYPES OF CONFLICT - Disputants explore similarities, acknowledge 1. HIERARCHAL CONFLICT agreements on certain matters and identify - Between people of two different ranks in the elements of positive feelings toward another. hierarchy. 2. FUNCTIONAL CONFLICT STAGES OF CONFLICT - Between two departments I. LATENT STAGE 3. LINE-STAFF CONFLICT - Conflict begins when the conditions for conflict - Between manager & supervisor. exist. 4. FORMAL-INFORMAL CONFLICT - Is a phase of anticipation in which antecedent - Between clique & a policy-making body condition, such as: - different values and beliefs CONFLICT HANDLING MODES - incompatible goals 1. LISTENING - role conflicts - Need or implementation of unpopular action and - structural conflicts cost-cutting - scarcity of resources - Discipline - - Unpopular rule II. PERCEIVED STAGE - Issues vital for company welfare - Individual or group members know that conflict - Against people who take advantage of exists. non-competitive behavior - One’s personal perceptions and selective - Is a power oriented mode that is assertive but perceptions can contribute to either an accurate uncooperative or inaccurate assessment of the situation and - In competition one is aggressive, and pursues affect the amount of threat and potential loss the one’s own individual anticipates. - goals at another’s expense. - Conflicts do not exist, such as when individuals - This creates a “win-lose” situation reflecting “ have limited knowledge of the facts or do not might makes right”. know others’ opinions and values. - Nevertheless, it is appropriate when a cook or - unpopular decision is needed, when the person is - very knowledgeable about the situation and able SURNAME  CONFLICT MANAGEMENT to make a sound decision, or when one must - It may be appropriate to not address the conflict oneself from aggressive people. when the other party is more powerful, the issue - is unimportant. 2. COLLABORATING - - When integrative solutions are sought for too 5. ACCOMMODATING important concerns. - When you find you are wrong to allow a better - When one seeks to learn from the opponent position to be heard, to learn & to grow your - Smoothening out of feelings reasonableness. - Is assertive and cooperative - When issues are more important to others than - Is a “win-win” strategy and contributes to effective yourself problem solving because both parties try to find - To build social credits for later issues mutually satisfying solutions. - When viability is important - This method integrates insights from different - To allow subordinates to develop by learning perspectives with the commitment developed - Is cooperative but unassertive. through participation and the resolution of hard - It is self- sacrificing- the opposite of competition. feelings. - One neglects one’s own need to meet the goals of - Problems are identified, alternatives, explored and the other party. ramifications considered until difficulties are - It is appropriate when the opponent is right or resolved. more powerful. - It may take more time than the results are worth - It can be used when preserving harmony is - Most effective method of conflict resolution. important or when collecting social credits is - “Two heads are better than one” necessary. - - One may smooth out an agreement on minor 3. COMPROMISING issues, but the real problems still have to be dealt - Sacrifices goals for more urgent matters. with. - Reconciliation of mutually exclusive goals - One may try to “kill the enemy with kindness”. - Achievement of temporary settlement to complex - issues 6. COMPETING - Adoption of solution under time pressure - Power-oriented mode that is assertive but - As a back-up when collaboration is unsuccessful uncooperative - Moderates both assertiveness and cooperation - In competition, one is aggressive, and pursues - Effectively than avoidance but less effectively than one’s own goals at another’s expense collaboration - This creates a “win-lose” situation reflecting - Compromisers are willing to yield less than “might makes right” accommodators but more than competitors as - Nevertheless, it is appropriate when an unpopular they seek expedient, mutually acceptable decision is needed, when the person is very answers. knowledgeable about the situation and able to - Because both parties feel that they are sacrificing make a sound decision, or when one must something, they are only partially satisfied, and a prevent oneself from aggressive people. “lose–lose” atmosphere results. - Compromising is useful for reaching expedient answers for limited periods when the goals are STRATEGIES FOR MANAGEMENT OF CONFLICT only moderately important and the parties have I. WIN-LOSE METHODS: equivalent power. - Include: - - Competing 4. AVOIDING - Position Power - When an issue is trivial. - Mental or physical power - When one perceives no chance of satisfying - Failure to respond his/her concern - Majority Rule - When potential disruption outweighs the benefits - Railroading of resolution - - When people need to cool down and regain II. LOSE-LOSE METHODS: perspective - Include: - When others can resolve the conflict immediately - Compromise - When a deeper issue is unresolved - Bribes - Is never acknowledging the conflict and - Arbitration consequently not addressing the problem to solve - General Rules it. - - Avoiding creates “lose-lose” situations through III. WIN-WIN METHODS unassertive and uncooperative means. - Include: - Consensus - process demands a focus on: 1. The problem (instead of on each other) SURNAME  CONFLICT MANAGEMENT on the collection of facts, 5. Referee the interaction process 2. The acceptance of the useful aspects 6. adhere to the agenda of conflict and, 7. restate the issue and participant views 3. The avoidance of averaging and 8. elicit reactions and observations self-oriented behavior 9. diagnose the conflict - Collaboration - that is agreeable to all parties. Thus, the group decision is often better than the best individual decision. STYLES OF CONFLICT RESOLUTION WITHIN AN - Problem-solving Strategies - include: ORGANIZATION - Identifying both the problem and each party’s needs STRATEGY RATIONALE STRENGTH WEAKNESS - Exploring alternatives - Choosing the most acceptable Avoidance Because Enables Does not alternative,○ Planning Non-attent managers managers deal - Defining Role ion wish to with - Implementing and Evaluating Decision Limited to avoid avoid underlying Separation having spending a causes; CONFLICT MANAGEMENT Total to deal with lot of time allows - It is understanding & dealing with conflict in such Separation the on managers a manner that it serves functional rather than a problem, problems to dysfunctional use. sometimes that ignore in may solve issues the belief themselves vital to the WAYS OF MANAGING CONFLICT that a organizatio I. PRESENTATION (present the issue) problem n - Emphasizing organization avoided - Providing notable & well-structured tasks will simply - Facilitating intergroup communication “go - Avoiding win-lose situation away” - II. REDUCTION (reduce the issue) - Physical Separation Smoothing Because Harmony of Does not - Use of rules & regulations managers relations; deal - Limiting intergroup action wish surface with - Use of integrators – “shuttle diplomacy” to stress peace underlying - Confrontation & negotiation harmony in between causes; - Third party consultation the workers often - Rotation of members organizatio creates - Identification of interdependent task and n only the superordinate goals illusion of - Use of intergroup training solving the - problem. III. RESOLUTION A. Ineffective Strategies - Non-Action Dominance Because Conflict is Does not - Administrative orbiting – delaying decision of managers resolved in deal - Due-process non-action strategy Power wish the with - Secrecy Intervention to resolve quickest underlying - Character assassination the manner. causes;con B. Effective Strategies conflict flict - Prevent ignition of a conflict interchange quickly & may not be - Analyze the issues involved maintain resolved; - Substantive issues the bad - Emotional issues existing feelings - Eliminate conflict issues power between - Initiate Direct Dialogue structure. boss & TECHNIQUES FOR MANAGING A DIALOGUE employees 1. Prepare the Participants may 2. Fine neutral grounds develop 3. Set formality and time frame 4. Get the right mix of people to the meeting SURNAME  CONFLICT MANAGEMENT 9. Don’t get trapped in paranoid cycles. Compromi Because Each party Does not 10. Avoid comparing your conversational partner with se managers receives deal someone else who understands what you’re wish something with getting at more completely, carries: to satisfy at “wins” underlying Problem you share with a Sharpshooter, least party. causes; emphasize how much depends on the two of you part of each does working together to identify potentially serious party’s not provide errors. position. either party When trying to focus on a common problem you with share with a Professor, emphasize your satisfaction willingness to work with the Professor to follow established procedures. When trying to focus on a common problem you Conformat Because Manageme If not share with a Cheerleader, emphasize the ion managers nt properly importance of an imminent deadline. wish deals with managed, to get the the causes will END OF TRANSCRIPTION roots or of create bad causes conflict & feelings; REFERENCES of the arrives at also a Book reference (if possible, include chapters and conflict a workable danger edition used) solution that Website reference (if any) that forces managers all will be *NOTE: The following sections are optional. (i.e., DO NOT involved to caught include in trans if unnecessary) reconcile up in ABBREVIATIONS their dealing with Abbrev. – abbreviation demands the roots of Abcd – arrange it alphabetically for it to be organized. with the the problem realities & never solve it. Third Party Mediation (mayda ka APPENDIX third party Appendix A. Insert the large diagram that couldn’t fit in the na mag column. memediate hit imo problema) TEN (10) TIPS FOR EFFECTIVE DAY-TO-DAY CONFLICT MANAGEMENT 1. Avoid “win-lose” outcomes. 2. Respect your conversational partner’s personal space. 3. Watch your eye contact. 4. Don’t mistake ego issues for content issues. 5. Recognize “ritual opposition” for what it is. 6. Don’t get hung up on whether or not people were telling you the truth. 7. Wherever possible, emphasize the commonalities of your mindset groups-or, for even better results, assume the mindset of the person with whom you are dealing when posing issues and questions. 8. Pay more attention to body language than you do to verbal content. SURNAME