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CONFLICT RESOLUTION STRENGTHENING OF HUMAN RESOURCES FOR HEALTH RAJNI BAGGA NIHFW

CONFLICT RESOLUTION STRENGTHENING OF HUMAN RESOURCES FOR HEALTH RAJNI BAGGA NIHFW (26 TH -31 ST MAY, 2008) Rajnibagga@hotmail.com. HOW SHOULD WE MAKE THE NEXT 90 MINUTES MORE MEANINGFUL WHAT SHOULD WE ACHIEVE AT THE END OF THE SESSION.

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CONFLICT RESOLUTION STRENGTHENING OF HUMAN RESOURCES FOR HEALTH RAJNI BAGGA NIHFW

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  1. CONFLICT RESOLUTION STRENGTHENING OF HUMAN RESOURCES FOR HEALTH RAJNI BAGGA NIHFW (26TH-31ST MAY, 2008) Rajnibagga@hotmail.com

  2. HOW SHOULD WE MAKE THE NEXT 90 MINUTES MORE MEANINGFULWHAT SHOULD WE ACHIEVE AT THE END OF THE SESSION • PLEASE EXPRESS YOUR KEY EXPECTATIONS FROM THIS SESSION: • 1. • 2. • 3.

  3. IN THE HEALTH SECTOR TODAY, WHICH ARE THE REAL BARRIERS FOR DECISION MAKING, REFORMS AND ACTIONS ? • 1. • 2. • 3.

  4. CONFLICT WHAT?KEY CONFLICTS FACED BY USIN EVERY DAY SITUATIONS • 1. • 2. • 3.

  5. ROLE PLAY • 4/5 PARTICIPANTS PLEASE VOLUNTEER TO ACT OUT A SITUATION FROM YOUR ORGANISATION

  6. CONFLICT IS AN INEVITABLE AND UNAVOIDABLE PART OF OUR EVERYDAY PROFESSIONAL AND PERSONAL LIVES

  7. REALITY OF CONFLICT & EFFECTIVE COMMUNICATION • CONFLICT BETWEEN PEOPLE IS A FACT OF LIFE • CONFLICTS OCCUR AT ALL LEVELS OF INTERACTION. • ….cont.

  8. ….cont. • THUS, CONFLICT IS A CRITICAL EVENT IN THE COURSE OF A RELATIONSHIP. • WHETHER A RELATIONSHIP IS HEALTHY OR UNHEALTHY DEPENDS NOT SO MUCH ON THE NUMBER OF CONFLICTS BETWEEN PARTICIPANTS, BUT ON HOW THE CONFLICTS ARE RESOLVED.

  9. ARE CONFLICTS FUNCTIONAL OR DYSFUNCTIONAL

  10. CONFLICTS ARE DYSFUNCTIONAL • CONFLICT IS AN INDICATION THAT SITUATION IS THREATENING, DEVASTATING OR ON A POINT OF BREAKING. • CONFLICTS ARE UNPRODUCTIVE AND DYSFUNCTIONAL. • CONFLICTS CAN DELAY OR PREVENT THE ATTAINMENT OF A GOAL OR FRUSTRATE AN INDIVIDUAL. IN HOSPITAL SITUATION • CONFLICT IS INEVITABLE

  11. CONFLICT ARE FUNCTIONAL ALL CONFLICTS ARE NOT UNPRODUCTIVE. CONFLICTS CAN BE USEFUL CONSTRUCTIVE, AND POSITIVE • IN FACT, A RELATIONSHIP WITH FREQUENT CONFLICT MAY BE HEALTHIER THAN ONE WITH NO OBSERVABLE CONFLICT CONT…….

  12. CONT……. CONFLICT CAN PROMOTE INNOVATION, CREATIVITY AND DEVELOPMENT OF NEW IDEAS, WHICH MAKE ORGANISATIONAL GROWTH POSSIBLE. IF IT IS HANDLED WELL, HOWEVER, CONFLICT CAN BE PRODUCTIVE – LEADING TO DEEPER UNDERSTANDING, MUTUAL RESPECT AND CLOSENESS. AND THE REALITY IS ALL THE MAJOR REFORMS AND CHANGES OCCUR AS A CONSEQUENCE OF CONFLICT

  13. CONFLICT OCCURS WHEN AN INDIVIDUAL OR GROUP FEELS NEGATIVEL AFFECTED BY ANOTHER INDIVIDUAL OR GROUP OR EVENTS

  14. BASICALLY CONFLICT IS AN ISSUE OF PERCEPTION. 3MAIN COMPONENTS TO CONFLICT • PERCIEVED INCOMPATIBITY OF INTERESTS • SOME INTERDEPENDENCE OF THE PARTIES/GROUPS • SOME FORM OF INTERACTION

  15. PROCESS OF CONFLICT Stage 1 Stage 2 Stage 3 Stage 4 Potential Cognition & Conflict Outcome opposition Personalization Handling Behaviour Increased Conditions Perceived Competing Group Communication Conflict Collaborating Performance Structure Compromising Personal Felt Avoiding Decreased Variables Conflict Accommodating Group Performance

  16. High A Competition CollaborationS(Win-loose) (win-win)SERTI CompromiseVEN Avoidance AccommodationE(Loose-loose) (Loose-win)SSLow Cooperativeness Conflict handling orientations

  17. TYPES OF CONFLICT • INTRAPERSONAL CONFLICT • INTERPERSONAL CONFLICT • ROLE CONFLICT • GOAL CONFLICT • INTER-GROUP CONFLICTS • CLIENT HOSPITAL CONFLICT • ORGANISATIONAL CONFLICT

  18. MANAGEMENT OF CONFLICT • SINCE MAJORITY OF CONFLICTS ARE DUE TO PERCEPTION AND PERSONAL ISSUES, THE SOLUTIONS MAINLY LIE WITHIN US • WE ARE THE PROBLEMS AND WE ONLY HAVE THE SOLUTIONS • WE NEED TO DEVELOP MANAGEMENT STRATEGIES AT OUR LEVEL FIRST

  19. Type of Conflict Sources of Conflict Management Strategy 1. Intra individual Conflicting goals, needs, motives Role Definition 2. Interpersonal Disagreements antagonism IPC Skills,TA, Johari-Window, Creative P S, Assertive Behaviour 3. Inter-group Power, Authority Status Participative Mgt. Team Bldg.Training 4. Organizational Hierarchical Conflict Functional conflict Institutional Goal setting 5. Client Hospital Quality of patient care and communication Community Goal Setting, Public Relations Model for diagnosis and management of conflict

  20. INTERPERSONAL COMMUNICATION SKILLS COMMUNICATION IS EXCHANGE OF INFORMATION, IDEAS AND MOST IMPORTANTLY FEELINGS. THE PURPOSE IS TO GET YOUR MESSAGE ACROSS TO OTHERS CLEARLY AND UNAMBIGUOUSLY

  21. POSITIVE IPC APPROACHES TO CONFLICT RESOLUTION • THE UNDERLYING PRINCIPLE THAT UNDERSCORES ALL SUCCESSFUL CONFLICT RESOLUTION. • THAT IS, BOTH PARTIES MUST VIEW THEIR CONFLICT AS A PROBLEM TO BE SOLVED MUTUALLY SO THAT BOTH PARTIES HAVE THE FEELING OF WINNING – OR AT LEAST FINDING A SOLUTION WHICH IS ACCEPTABLE TO BOTH

  22. BARRIERS TO COMMUNICATION • PHYSICAL OR PERSONAL ENVIRONMENTAL

  23. IPC SKILLS • VERBAL SKILLS • NONVERBAL SKILLS • LISTENING SKILLS • FEEDBACK SKILLS

  24. ATTITUDE SYMPATHY APATHY EMPATHY BEHAVIOR AND ATTITUDE DETERMINE EACH SKILL • BEHAVIOR • AGGRESSIVE • PASSIVE • ASSERTIVE

  25. IPC HELPS IN PREVENTING CONFLICT • TO PREVENT CONFLICT FROM HAPPENING IN THE FIRST PLACE, IDENTIFY THE WAYS IN WHICH WE CONTRIBUTE TO DISAGREEMENT IN CERTAIN COMMUNICATION PATTERNS. • IDENTIFY A SPECIFIC, RECENT CONFLICTING SITUATION, RECALL WHAT YOU SAID, THINK SPECIFICALLY ABOUT HOW YOU COULD HAVE USED MORE EFFECTIVE VERBAL SKILLS • THINK ABOUT WAYS IN WHICH YOUR COMMUNICATION HAD SET A MORE TRUSTFUL TONE OR OFFENSIVE TONE

  26. SELF-AWARENESS SELF-AWARENESS INCLUDES A RECOGNITION OF OUR PERSONALITY, OUR STRENGTHS AND WEAKNESSES, OUR LIKES AND DISLIKES. A PREREQUISITE FOR EFFECTIVE COMMUNICATION RELATIONS,AND MANAGING CONFLICT AS WELL AS FOR DEVELOPING EMPATHY FOR OTHERS.

  27. JOHARI WINDOW-A TOOL TO MANAGE CONFLICT Information known to every one Knowledge belongs only to Others What they know andwe do not know What we know and what they know Feedback Share What we know and they do not know What we do not know and they do not know Knowledge belongs only to Self Knowledge acquired by learning together

  28. MOVING TOWARDS OPEN SELF

  29. What Shape is Your Window? Type B Type A Dominant Potential Self Dominant Private Self Dominant Blind Spot Dominant Public Self Type C Type D

  30. TRANSACTION ALANALYSIS (TA) IT IS A SIMPLE AND POPULAR APPROACH WHICH HELPS PEOPLE DEVELOP BETTER AWARENESS ABOUT THEMSELVES.

  31. THE APPLICATION OF T.A. HELPS TO DEVELOP BETTER UNDERSTANDING OF SELF AND INTERPERSONAL BEHAVIOUR.

  32. 5 CONCEPTS OF T A 1.EGO STATES 2.TRANSACTIONS 3.LIFE POSITIONS 4.GAMES PEOPLE PLAY 5. STROKES

  33. EGO STATES • IRRESPECTIVE OF AGE EVERYBODY HAS THESE EGO STATES AND EACH OF THEM GET ACTIVATED AT AN APPROPRIATE TIME.

  34. STRUCTURE OF PERSONALITY • AS PER TA, THE STRUCTURE OF PERSONALITY IS DIVIDED INTO THREE EGO STATES: • P –PARENT EGO STATE (TAUGHT CONCEPT OF LIFE) • A- ADULT EGO STATE (THOUGHT CONCEPT OF LIFE) • C- CHILD EGO STATE (FELT CONCEPT OF LIFE)

  35. LIFE POSITIONS • DEPENDING ON THE UNDERSTANDING OF THE EGO STATES INDIVIDUALS CAN UNDERSTAND THEIR LIFE POSITIONS. AS PER TRANSACTIONAL ANALYSIS, THERE ARE FOUR LIFE POSITIONS.

  36. I AM OK,YOU ARE NOT OK • ATTITUDE-’I AM ALWAYS RIGHT’ • GENERALLY OPERATES FROM HIGH CRITICAL PARENT AND REBELLIOUS CHILD EGO STATES • HIGHLY PRESCRIPTIVE • ANY DISAGREEMENT AROUSES A STRONG REACTION.

  37. I AM NOT OK,YOU ARE OK. • QUITE SUBMISSIVE • LESS INOVATIVE • LACKS RISK TAKING RESPONSIBILITIES • OPERATES MOSTLY FROM COMPLIANT CHILD EGO

  38. I AM NOT O.K,YOU ARE NOT O.K • MOST DESTRUCTIVE LIFE POSITION • VERY LOW ‘ADULT EGO’ STATE AND OTHER EGO STATES ARE ALSO NOT FUNCTIONALLY DISTRIBUTED • HELPLESSS,DEPRESSED,MISERABLE,SUICIDAL, FEEL MISERABLE, LACK OF CONFIDENCE • DO NOT TRUST OTHERS

  39. I AM OK,YOU ARE OK • HIGH EMOTIONAL INTELLIGENCE (EQ) MOST HEALTHY LIFE POSITION • EXPRESS CONFIDENCE IN SELF AND TRUST IN OTHERS • EGO STATES –NURTURING PARENT,ADULT AND HAPPY CHILD EGO STATES

  40. BUILDING OUR CAPACITIES BUT WE REQUIRE TO DEVELOP LEADERSHIP SKILLS IN US TO MANAGE & CHANNELIZE CONFLICT TO POSITIVE RESOLUTION

  41. LEADERSHIP TRANSFORMS POTENTIAL INTO REALITY.LEADERSHIP IS THE ULTIMATE ACT THAT IDENTIFIES, DEVELOPS, AND USES THE POTENTIAL THAT IS IN AN ORGANIZATION AND ITS PEOPLE.

  42. LEADERSHIP IS THE PROCESS OF ENCOURAGING AND INFLUENCING PEOPLE TO DIRECT THEIR EFFORTS TOWARDS THE ACHIEVEMENT OF SOME PARTICULAR GOAL(S).IT IS THE HUMAN FACTOR THAT HELPS A GROUP IDENTIFY WHERE IT IS GOING AND THEN MOTIVATE IT TOWARDS ITS GOALS.

  43. OUR LEADERSHIP TODAY REQUIRES TO CONVERT POTENTIAL INTO REALITY.NEED TO RESTORE TRUST AND BRING CHANGES IN WORK CULTURE TO ENHANCE QUALITY OF HEALTH CARE AND FOR THIS LEADERSHIP NEEDS TO DEVELOP CREDIBILITY

  44. LET US HAVE A SLOGAN CHALTA HAI NAHIN CHALAGA

  45. THIS REQUIRES TO BUILD OUR CREDIBILITY = ABILITY+ACTION+AUTHORITY

  46. LEADERSHIP TO RE-LOOK AT: Positional power (Power, Authority & Influence) Discretionary Power Personal Power ( Human & Emotional Skills, Open mind, Positive attitude & mentoring ) Bring positive change for Quality of Health Care

  47. LETS CONCLUDE • WHAT KEY MESSAGES I IMBIBE FROM TODAY’S DISCUSSION • DO WE NEED TO CHANGE?

  48. AT WHAT LEVEL IS THE CHANGE REQUIRED • 1. • 2. • 3.

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