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Planning, Management and Leadership for Health IT

Planning, Management and Leadership for Health IT. Conflict Resolution. Lecture b Managing Conflict.

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Planning, Management and Leadership for Health IT

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  1. Planning, Management and Leadership for Health IT Conflict Resolution Lecture b Managing Conflict This material (Comp 18 Unit 8) was developed by the University of Alabama at Birmingham, funded by the Department of Health and Human Services, Office of the National Coordinator for Health Information Technology under Award Number 90WT0007. This work is licensed under the Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License. To view a copy of this license, visit http://creativecommons.org.

  2. Managing ConflictLearning Objectives • Study various styles for handling conflict • Review ways to promote positive conflict in a group

  3. Conflict Management:Handling Conflict • Thomas and Kilmann • Five Conflict-Handling Modes • Two dimensions: • Assertiveness • Individual seeks to satisfy own concerns • Cooperativeness • Individual seeks to satisfy others’ concerns Source: (Schaubhut, 2007)

  4. Conflict Management:Handling Conflict 2 • Thomas and Kilmann’s Five Conflict-Handling Classifications: • Competition (assertive – uncooperative) • Avoidance (unassertive – uncooperative) • Compromise (middle ground) • Accommodation (unassertive – cooperative) • Collaboration (assertive – cooperative)

  5. Thomas and KilmannConflict Handling Styles 1

  6. Thomas and KilmannConflict Handling Styles 2

  7. Thomas and KilmannConflict Handling Styles 3

  8. Thomas and KilmannConflict Handling Styles 4

  9. Thomas and KilmannConflict Handling Styles 5

  10. Individual Intentions or Preferencesin Conflict Situations • Individual conflict-handling preferences relate to Thomas & Kilmann’s classifications • Collaboration—”win-win” • Competition—inconsequential or quick decisions • Accommodation—enhance long-term relationships • Response to a conflict can change over time Source: (Schaubhut, 2007)

  11. Individual Intentions or Preferencesin Conflict Situations 2 • Innate preferences for handling conflict • Enduring response traits or dispositions for dealing with conflict • Correspond to Thomas and Kilmann’s conflict handling styles Source: (Sternberg & Soriano, 1984)

  12. Conflict Intensity Continuum • Overt efforts to destroy the other party • Aggressive physical attacks Source: (Robbins & Judge, 2007, p. 512)

  13. Conflict Intensity Continuum 2 • Threats and ultimatums • Assertive verbal attacks Source: (Robbins & Judge, 2007, p. 512)

  14. Conflict Intensity Continuum 3 • Overt questioning and challenging of others • Minor disagreements and misunderstandings • No conflict Source: (Robbins & Judge, 2007, p. 512)

  15. Results of Conflict • Positive or functional conflict can result in: • Better decisions • Improved creativity and innovation • An environment in which group members feel engaged • Self-evaluation and positive change • Functional conflict can lead to: • Improved decisions • Allowing all points of view, including minority views, to be included in key decisions

  16. Results of Conflict 2 • “Groupthink” • Team shuts down conflicting ideas • Team begins to think alike • Role of positive conflict • Can reduce “groupthink” • Challenges status quo • Furthers creation of new ideas • Promotes reassessment • Increases probability of response to change Sources: (Janus , 1972) (Robbins & Judge, 2007, p. 512-3)

  17. Results of Conflict 3 • Negative or dysfunctional conflict: • “Among the more undesirable consequences are a retarding of communication, reductions in group cohesiveness, and subordination of group goals to the primacy of infighting among members. At the extreme, conflict can bring group functioning to a halt and potentially threaten the group’s survival” Source: (Robbins & Judge, 2007, p. 512-3)

  18. Promoting Positive Conflict • Add new or relevant information • Reward dissent • Create more diverse and heterogeneous groups • Restructure existing groups to upset the status quo • Include a devil’s advocate

  19. Conflict ResolutionSummary • Definitions of conflict • Transitions in conflict thought over time • Conflict as a positive or negative force • Styles for handling conflict • Promoting positive conflict in a group

  20. Conflict ResolutionLecture b – References References Janus IL. Victims of groupthink: a psychological study of foreign-policy decisions and fiascoes. Oxford, England: Houghton Mifflin; 1972. Rahim MA. Managing conflict in organizations, 4th ed. New Brunswick (NJ):Transaction Publishers, 2011. Robbins SP, Judge TA. Organizational behavior. 12th ed. Upper Saddle River (NJ): Pearson Prentice Hall; 2007. Schaubhut NA. Technical brief for the Thomas-Kilmann conflict mode instrument: description of the updated normative sample and implications for use. CPP; 2007. Available from: www.cpp.com Sternberg RJ, Soriano LJ. Styles of conflict resolution. J Personality and Social Psychology.1984;47(a):115-26. Images Slide 14: Microsoft clip art; Used with permission from Microsoft.

  21. Planning, Management and Leadership for Health ITConflict Resolution lecture b This material was developed by the University of Alabama at Birmingham, funded by the Department of Health and Human Services, Office of the National Coordinator for Health Information Technology under Award Number 90WT0007.

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