Conflict management for Nursing Administration students and staffs - Manulal .V.S

1. “Getting good players is Easy , Getting’ themto play together is
the hard part”.
- Casey Stengel .

2. CONFLICT RESOLUTION
By;
Mr. MANULAL. V.S
FACULTY
CACEE, University of Kerala,
Thiruvananthapuram.

3. CONFLICT
• Conflict is generally defined as the internal or
external discord that results from differences in
ideas, values , or feelings between two or more
people.
• Conflict is also created when there are
differences in economic and professional
values and when there is competition among
professionals .
• Scarce resources, restructuring and poorly
defined role expectations also are frequent
sources of conflict in organizations .

4. CONFLICT – Definition
• Conflict is a clash between
hostile or opposing parties.
• Conflict can be defined as
an expressed struggle
between at least two
interdependent parties, who
perceive that others are
preventing them from
achieving their goals .

5. CONFLICT MANAGEMENT -
Definition
Conflict management is the process of
planning to avoid conflict where possible and
organizing to resolve conflict it does happen,
as rapidly and smoothly as possible .

6. REMEMBER
………
“ Conflict is neither good nor
bad, and it can produce
growth or destruction,
depending on how it is
managed. ”

7. SOURCES OF CONFLICT
• Informational factors = decreased knowledge
and information leading to conflict .
• Perceptual factors = when persons have
different images of the same stimulus .
• Role factors = ie; each individual occupies a
certain position or status in the society or in
the organization …… when
disruption….Conflict development.

8. SOURCES OF CONFLICT…
Cont…
• Skill differences.
• Competition for scarce resources. Eg : Money
and Skilled man power.
• Role ambiguity.
• Inter group rivalry for rewards.
• Shift in organizational power base.
• Unworkable organizational structure .
• Pressure to avoid failures .
• Unhealthy competitions.

9. SOURCES OF CONFLICT…
Cont …
• Psychological factors. = Feeling of insecurity is a
patent cause of tension and conflict. It is
generally the case that fear of security is 20%
financial and 80% emotional. Self knowledge and
recognition will probably ensure better security .
• Conflicts may also arise due to lack of
consideration, lack of appreciation,
misunderstanding or bad handling of situations
and problems .

10. EFFECTS OF CONFLICT
• Win-Lose outcome.
• Lose-lose outcome.
• Win-Win outcome.
• Stress.
• Absenteeism.
• Staff turnover.
• Demotivation.
• Non-productivity.

11. TYPES / CATEGORIES OF
CONFLICT
1) Intrapersonal conflict = Occurs within an
individual in situations in which he/she must choose
alternatives ( they are mutually exclusive). It involves
an internal struggle to clarify contradictory values or
wants.
The values nurses hold when they enter the
profession generally remains intact; however, work
place constraints and resistance may prevent the nurse
from applying those values.
This then affect the capacity of the nurse to work
with people in distress and can lead to high levels of
stress and job attrition.

12. TYPES / CATEGORIES OF
CONFLICT
2) Interpersonal conflict =
Conflict between two or
more individuals. It occurs
because of differing values,
actions or perceptions.
It happens between
two or more individuals with
differing values, goals and
beliefs may be closely
linked with bullying,
incivility and mobbing.

13. TYPES / CATEGORIES OF
CONFLICT
3) Intergroup and Organizational
conflict = Organizational conflict
may be interpersonal or
intrapersonal. It occurs because of
differing perceptions or goals they
originate in the structure and
function of the organization.
Intergroup conflict
occurs between two or more
people of the group of people,
departments , and organizations.
Sometimes nurse experiencing
intergroup conflict with family and
work issues. Two areas
responsible for conflict in an
organization are role ambiguity
and role conflict.

14. TYPES / CATEGORIES OF
CONFLICT
3) Intergroup and Organizational conflict
• Role Ambiguity = Occurs when employee don’t know
what to do, how to do it or what the outcome must be.
This frequently occurs because when policies and rules
are ambiguous and unclear.
• Role Conflict = Occurs when two or more individuals
in different positions with in the organization believe
that certain actions or responsibilities belong
exclusively to them. Eg : In some hospitals, conflicts
may exists b/w nurse and social worker during
discharge planning.

15. CONFLICT PROCESS
-Pondy’s Model .
1. Latent Conflict ( Antecedent conditions) = It is
the first stage in the conflict process . It implies
the existence of antecedent conditions such as
short staffing and rapid change.
2. Perceived Conflict (Substantive conflict ) = If the
conflict progresses it may develop into perceived
conflict. The person recognize it logically and
impersonally. It is intellectualized and often
involves issues and roles. Sometimes conflict can
be resolved at this stage before it internalized or
felt.

16. CONFLICT PROCESS
3. Felt Conflict (Affective conflict) =
Occurs when the conflict is
emotionalized. Emotions include;
hostility, fear, mistrust and anger.
4. Manifest Conflict (Overt conflict) =
Action is taken. The action may to
withdraw , compete, debate or seek
conflict resolution . People often
learn pattern of dealing with manifest
conflict early in their lives, and family
background and experiences, this
may directly affect how conflict is
dealt within adulthood .

17. CONFLICT PROCESS
5. Conflict After-math = There is always conflict
after-math, positive or negative. If the conflict
is managed well, there is no more issues. If
the conflict is poorly managed , the conflict
issues frequently remain and may return later
to cause more conflict .

18. CONFLICT
MANAGEMENT

19. The ways/points should know in
conflict management .
• Communication
• Collective bargaining
• Discipline
• Negotiation
• Active listening
• Consider life stages
• Assertiveness training
• Assessing the dimensions of the conflict.
• Mediation.
• Smoothing .
• Conciliation = Refer to the activity of a third party to help
disputes to reach an agreement.( ie, introducing a friendly feeling.)
• Arbitration = Means an appointment of an independent person
to act as an adjudicator ( or judge ) , he/she will suggest the
solution .

20. TECHNIQUES / SKILLS FOR
MANAGING CONFLICT .
1. AVOIDANCE = In avoiding approach, the parties
involved are aware of a conflict but choose not to
acknowledge it or attempt to resolve it.
A manager can avoid the occurrence of many
differences among his/her subordinates. Eg : we can
place people in different groups whose experiences
are similar, who have had similar training and who
come from a similar level of society. Because of
something is common, these people tend to see
things similarly, also they will approach the problems
in much the same way.
Another way of avoiding differences is the
controlling of interpersonal contacts of the people.
We can place two conflicting individuals in different
groups or physical locations .

21. TECHNIQUES / SKILLS FOR
MANAGING CONFLICT .
2. ACCOMODATION (Lose/Win) = Here one
party sacrifices his/her beliefs and allows the
other party to win. Actual problem is usually
not solved in this win-lose situation.
Accommodating is another term that may be
used for this straategy.

22. TECHNIQUES / SKILLS FOR
MANAGING CONFLICT .
3. COMPETITION (Win/Lose) = Only one party
wins, the competing party seeks to win what it
wants at any cost. The competing approach is
used when one party pursues what it want at
the expense of the others.

23. TECHNIQUES / SKILLS FOR
MANAGING CONFLICT .
4. COMPROMISE /
COMPROMISING (Win
some/Lose Some) = Winning
, while losing a little is ok.
Here each party gives up
something it wants.
Compromising not to result in
a lose – lose situation , both
parties must be willing to give
up something of equal value.
Compromising definitely
becomes a win-win when
both parties perceive they
have won more than the
other person.

24. TECHNIQUES / SKILLS FOR
MANAGING CONFLICT .
5. COLLAABORATION / COLLAABORATING
( Win/Win)
Collaboration is an assertive
and co-operative means of conflict
resolution that result in a win-win
situation. All parties accept mutual
responsibility. Eg : - A Nurse who is
unhappy that he/she did not receive
requested days off might meet with
his/her supervisor and jointly establish the
supraordinate goal that staffing will be
adequate to meet clients safety criteria.
If the new goal is truly a
jointly set goal, each party will perceive
that an important goal has been achieved
and that supraordinate goal is most
important. In doing so, the focus remains
on problem solving and not on defeating
the other party .

25. USEFUL STRATEGIES FOR NURSE
ADMINISTERS/ ROLE OF NURSE
ADMINITRATORS

26. ROLE OF NURSE ADMINITRATORS
• CONFRONTATION
• SOOTHING ONE PARTY

27. ROLE OF NURSE ADMINITRATORS
• THIRD PARTY
CONSULTATION
• RESPONSIBILITY
CHARTING

28. ROLE OF NURSE ADMINITRATORS
• BEHAVIOR
CHANGE = This is
reserved for serious
cases of dysfunctional
conflict. Training ,
educational modes are
used to solve conflict
by developing self
awareness and
behavior change in the
involved parties .

29. ROLE OF NURSE ADMINITRATORS
• STRUCTURE CHANGE = Sometimes
managers need to intervene in unit conflict by
transferring the involved people. Other
structure change may be moving a
department under another manager .

30. THANK YOU VERY MUCH