Effective Conflict Management Strategies for Organizational Success

1. Chapter 21 Managing Conflict

2. Conflict • The internal or external discord that occurs as a result of differences in ideas, values, or beliefs of two or more people; conflict is natural, neither positive nor negative • Conflict is also created when there are differences in economic and professional values and when there is competition among professionals • Some level of conflict in an organization appears desirable, although the optimum level for a specific person or unit at a given time is difficult to determine

3. Relationship Between Organizational Conflict and Effectiveness

4. Common Sources of Conflict • Scarce resources • Restructuring • Poorly defined role expectations

5. Organizational Conflict • Communication problems • Organizational structure • Individual behavior

6. Conflict Theory • Currently, conflict is viewed as neither good nor bad because it can produce growth or be destructive, depending on how it is managed • Too little conflict results in organizational stasis • Too much conflict reduces the organization’s effectiveness and eventually immobilizes its employees

7. Nurse-managers can no longer afford to respond to conflict traditionally (i.e., to avoid or suppress conflict), because this is nonproductive Conflict Response

8. Categories of Conflict

9. Stages of Conflict Resolution • Latent conflict • Perceived conflict • Felt conflict • Manifest conflict (overt conflict) • Conflict aftermath

10. Conflict Process

11. Conflict Resolution Outcomes • Win–Win—optimal goal in conflict resolution • Win–Lose • Lose–Lose

12. Common Conflict Resolution Strategies • Compromising • Competing • Cooperating/accommodating • Smoothing • Avoiding • Collaborating

13. Compromising Each party gives up something it wants

14. Competing One party pursues what it wants, regardless of the cost to others

15. Cooperating/Accommodating One party sacrifices his or her beliefs and wants to allow the other party to win

16. Smoothing An individual attempts to reduce the emotional component of the conflict

17. Avoiding Parties are aware of a conflict but choose not to acknowledge it or attempt to resolve it

18. Collaborating An assertive and cooperative means of conflict resolution whereby all parties set aside their original goals and work together to establish a supraordinate or common priority goal

19. Question The nurses on a surgical unit agree to work extra hours of overtime when necessary and in return they are guaranteed certain weekends off. This is an example of which of the following resolution strategies? • Compromising • Competing • Accommodating • Smoothing

20. Answer Answer: Rationale:

21. Common Causes of Organizational Conflict • Poor communication • Inadequately defined organizational structure • Individual behavior (incompatibilities or disagreements based on differences of temperament or attitudes) • Unclear expectations • Individual or group conflicts of interest • Operational or staffing changes • Diversity in gender, culture, or age

22. Helpful Tips in Conflict Resolution • Focus on the causes of the disagreement and not on personalities • Try to arrive at solutions acceptable to everyone concerned • Get all the information possible. Differentiate between facts and opinions • Listen carefully and do not prejudge • Do not belabor how the conflict occurred. Instead, concentrate on what should be done to keep it from recurring • Concentrate on understanding and not on agreement

23. Strategies for Facilitating Conflict Resolution • Confrontation • Third-party consultation • Behavior change • Responsibility charting • Structure change • Soothing one party

24. Question Tell whether the following statement is True or False: Agreement between parties is the aim of conflict resolution. • True • False

25. Answer Answer: Rationale:

26. Negotiation • Frequently resembles compromise when used as a conflict negotiation strategy • Emphasis is on accommodating differences between the parties • Each party must consider trade-offs and the bottom line to negotiate successfully • Negotiation is psychological and verbal. The effective negotiator always looks calm and self-assured

27. The very least for which a person will settle is often referred to as the bottom line Trade-offs are secondary gains, often future-oriented, that may be realized as a result of conflict The manager also must look for and acknowledge hidden agendas—the covert intention of the negotiation Negotiation Outcomes

28. Negotiating Strategies • Use factual statements; listen and keep an open mind • Discuss issues and not personalities • Be honest; start tough • Delay when confronted with something totally unexpected • Never tell the other party you are willing to negotiate totally • Know the bottom line but try not to use it; take breaks if either party becomes angry or tired

29. Destructive Negotiation Tactics • Intimidation • Manipulation • Ridicule • Ambiguous or inappropriate questioning • Flattery • Gestures of helplessness • Aggression

30. Negotiation Closure and Follow-Up • End on a friendly note • Restate the final decision • Hide astonishment at your success • Make the other party feel that he or she also won • Follow up with a memo

31. Question Which is a strategy of successful negotiation? • Considering the other person’s feelings can be more important than telling the truth • Intersperse facts with opinions • Try not to use your bottom line • Start soft, then get tough if necessary

32. Answer Answer: Rationale:

33. Question The best way to end a negotiation is: • By restating the final decision • On a friendly note • Not appearing surprised at your success • With a follow-up memo • All of the above

34. Answer Answer: Rationale:

35. Types of Alternative Dispute Resolution (ADR) Mediation Fact-finding Due process hearings Ombudsperson

36. Seeking Consensus • It is always an appropriate goal in resolving conflicts and in negotiation • All parties support, or at least do not oppose, an agreement • The greatest challenge in consensus building is time