Communication discussion board
Conflict Management and Negotiation- Ch.21
Brenna Lynch, Elizabeth Adams, Dominique Barnes
Conflict:
Conflict -internal or external discord that results from differences in ideas, values, or feelings between two or more people. Can be created by a difference in:
Economic values, professional values, competition, limited resources, poorly defined role expectations
*Can you think of a time that you experienced conflict within your work environment? Conflict is not always a negative experience. It is naturally occuring and expected. Amplified positive outcomes can come from conflict.
“Conflict is neither good nor bad, and it can produce growth or destruction, depending on how it is managed”.
Conflict Resolution- Negotiation is a conflict resolution strategy. Skills necessary to manage conflict effectively can be learned! Conflict may be used as a conduit for growth, innovation, and productivity within a workplace.
Conflict has both a qualitative and quantitative nature!
“Directing” management:
Conflict also has a qualitative nature. A person may be totally overwhelmed in one conflict situation yet can handle several simultaneous conflicts at a later time. The difference is in the quality or significance of that conflict to the person experiencing it. Although quantitative and qualitative conflicts produce distress at the time they occur, they can lead to growth, energy, and creativity by generating new ideas and solutions. If handled inappropriately, quantitative and qualitative conflicts can lead to demoralization, decreased motivation, and lowered productivity.
The Conflict Process:
Before managers can or should attempt to intervene in conflict, they must be able to assess its five stages accurately. The first stage in the conflict process, latent conflict, implies the existence of antecedent conditions such as short staffing and rapid change. In this stage, conditions are ripe for conflict, although no conflict has actually occurred and none may ever occur. Much unnecessary conflict could be prevented or reduced if managers examined the organization more closely for antecedent conditions. For example, change and budget cuts almost invariably create conflict. Such events, therefore, should be well thought out so that interventions can be made before the conflicts created by these events escalate.
If the conflict progresses, it may develop into the second stage: perceived conflict. Perceived or substantive conflict is intellectualized and often involves issues and roles. The person recognizes it logically and impersonally as occurring. Sometimes, conflict can be resolved at this stage before it is internalized or felt. In an environment characterized by open communication and mutual support, many conflicts can be resolved simply by pointing out that a potential or actual problem exists.
The third stage, felt conflict, occurs when the conflict is emotionalized. Felt emotions include hostility, fear, mistrust, and anger. It is also referred to as affective conflict. It is possible to perceive conflict and not feel it (e.g., no emotion is attached to the conflict and the person views it only as a problem to be solved). A person also can feel the conflict but not perceive the problem (e.g., he or she feels conflict is present, but may be unaware of its roots).
In the fourth stage, manifest conflict, also called overt conflict, action is taken. The action may be to withdraw, compete, debate, or seek conflict resolution. Individuals are uncomfortable with or reluctant to address conflict for many reasons. These include fear of retaliation, fear of ridicule, fear of alienating others, a sense that they do not have the right to speak up, and past negative experiences with conflict situations. Indeed, people often learn patterns of dealing with manifest conflict early in their lives, and family background and experiences often directly affect how conflict is dealt with in adulthood. Gender also may play a role on how we respond to conflict. Historically, men were socialized to respond aggressively to conflict, whereas women were more likely taught to try to avoid conflicts or to pacify them.
Intergroup, interpersonal and intrapersonal conflict
Intergroup-Occurs between two or more groups of people, departments, and organizations
Interpersonal-Happens between two or more people with differing values, goals, and beliefs.
Intrapersonal-Occurs within a person
Conflict Resolution Strategies:
Compromising- Giving up something that you or your party wants - may result in lose-lose situation
Competing- Pursuing what you want at the expense of the other party - may result in win-lose situation
Cooperating/accommodating- Opposite of competing, one party sacrifices their wants - may result in resentment
Smoothing- Occurs when one party in a conflict attempts to pacify the other party or to focus on agreements rather than differences
Avoiding- Choosing not to acknowledge or attempt to resolve conflict - when cost of dealing becomes greater than the benefits
Collaborating- Finally, a win-win situation - party works together while setting aside opposing goals to set a priority common goal
Compromising
In compromising, each party gives up something it wants. Although many see compromise as an optimum conflict resolution strategy, antagonistic cooperation may result in a lose–lose situation because either or both parties perceive that they have given up more than the other and may therefore feel defeated. For 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. It is important that parties in conflict do not adopt compromise prematurely if collaboration is both possible and feasible.
Competing
The competing approach is used when one party pursues what it wants at the expense of the others (zero sum game). Because only one party typically wins, the competing party seeks to win regardless of the cost to others. These win–lose conflict resolution strategies then typically leave the loser angry, frustrated, and wanting to get even in the future.
Managers may use competing when a quick or unpopular decision needs to be made. It is also appropriately used when one party has more information or knowledge about a situation than the other. Competing in the form of resistance is also appropriate when an individual needs to resist unsafe patient care policies or procedures, unfair treatment, abuse of power, or ethical concerns.
Cooperating/Accommodating
Cooperating is the opposite of competing. In the cooperating approach, one party sacrifices his or her beliefs and allows the other party to win. The actual problem is usually not solved in this win–lose situation. Accommodating is another term that may be used for this strategy. The person cooperating or accommodating often expects some type of payback or an accommodation from the winning party in the future. In addition, employees who use accommodation as a primary conflict management strategy often develop resentment (Dontigney, 2016). Cooperating and accommodating are appropriate political strategies if the item in conflict is not of high value to the person doing the accommodating.
Smoothing
Smoothing is used to manage a conflict situation. Smoothing occurs when one party in a conflict attempts to pacify the other party or to focus on agreements rather than differences. In doing so, the emotional component of the conflict is minimized. Managers often use smoothing to get someone to accommodate or cooperate with another party. Although it may be appropriate for minor disagreements, smoothing rarely results in resolution of the actual conflict.
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Avoiding
In the avoiding approach, the parties involved are aware of a conflict but choose not to acknowledge it or attempt to resolve it. Dontigney (2016) suggests that those who actively avoid conflict frequently have low esteem or hold a position of low power. Avoidance may be indicated in trivial disagreements, when the cost of dealing with the conflict exceeds the benefits of solving it, when the problem should be solved by people other than you, when one party is more powerful than the other, or when the problem will solve itself. The greatest problem in using avoidance is that the conflict remains, often only to reemerge at a later time in an even more exaggerated fashion.
Collaborating
Collaborating is an assertive and cooperative means of conflict resolution that results in a win–win solution. In collaboration, all parties set aside their original goals and work together to establish a supraordinate or priority common goal. In doing so, all parties accept mutual responsibility for reaching the supraordinate goal.
Although it is very difficult for people truly to set aside original goals, collaboration cannot occur if this does not happen. For example, a married couple experiencing serious conflict over whether to have a baby may first want to identify whether they share the supraordinate goal of keeping the marriage together. A nurse who is unhappy that she did not receive requested days off might meet with her supervisor and jointly establish the supraordinate goal that staffing will be adequate to meet patient 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 the supraordinate goal is most important. In doing so, the focus remains on problem solving and not on defeating the other party.
Collaboration is rare when there is a wide difference in power between the groups and individuals involved. Many think of collaboration as a form of cooperation, but this is not an accurate definition. In collaboration, problem solving is a joint effort with no superior–subordinate, order-giving–order-taking relationships. True collaboration requires mutual respect; open and honest communication; and equitable, shared decision-making powers.
Leadership Roles
Is self-aware and conscientiously works to resolve intrapersonal conflict---Addresses conflict as soon as it is perceived and before it becomes felt or manifests---Immediately confronts and intervenes when incivility, bullying, and mobbing occur---Seeks a win–win solution to conflict whenever feasible---Lessens the perceptual differences that exist between conflicting parties and broadens the parties’ understanding about the problems---Assists subordinates in identifying alternative conflict resolutions---Recognizes and accepts individual differences in team members---Uses assertive communication skills to increase persuasiveness and foster open communication---Role models honest and collaborative negotiation efforts---Encourages consensus building when group support is needed to resolve conflicts
Which one of these roles do you see as being the most important in your opinion?
Management Functions
Creates a work environment that minimizes the antecedent conditions for conflict---Uses appropriately legitimate authority in a competing approach when a quick or unpopular decision needs to be made---Facilitates conflict resolution among team members when appropriate---Accepts mutual responsibility for reaching predetermined supra -ordinate goals---Establishes a workplace culture that has zero tolerance for incivility, bullying, mobbing, and workplace violence---Obtains needed unit resources through effective negotiation strategies---Compromises unit needs only when the need is not critical to unit functioning and when higher management gives up something of equal value---Is adequately prepared to negotiate for unit resources, including the advance determination of a bottom line and possible trade-offs---Addresses the need for closure and follow-up to negotiation---Pursues alternative dispute resolution (ADR) when conflicts cannot be resolved using traditional conflict management strategie
Same with these?
Bullying, Incivility, Mobbing, and Workplace Violence:
Unfortunately, conflict can sometimes result in these things. Bullying, incivility, mobbing and workplace violence are all dangerous and harmful to all parties.
Horizontal bullying: Bullying between coworkers- This can also result in mobbing which is ganging up on a fellow worker.
Incivility: another term for mistreatment or discourtesy.
All of these things fall under workplace violence!
Workplace violence is not just physical violence, but can be emotional and antisocial behaviors.
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SETS A WORKPLACE UP FOR FAILURE
-Also affects our patient care and patient outcomes.
Ensure you and your patient’s safety, - bad behaviors cannot go unnoticed.
Negotiation:
-Very Similar to the collaborative method of conflict resolution. Most conflict is solved with negotiation. Each party gives up their own goal and works together towards a common goal. The emphasis is on accommodating differences between these parties.
BEFORE: Do your homework and harness bargaining power. Hint: Knowledge IS power! Do not be uninformed.
DURING: You are calm and collected because you prepared for this negotiation. You as the negotiator must have clarity in your communication, assertiveness, good listening skills, the ability to regroup quickly, and flexibility.
AFTER: Restate what has been agreed on, both verbally and in writing. Recognize and thank all participants for their contributions to a successful negotiation.
AVOID: manipulation, flattery, ridicule, intimidation, inappropriate questioning, diversion, aggressiveness, helplessness, sadness.
Alternative Dispute Resolution:
MEDIATION: uses a neutral third party, is a confidential, legally nonbinding process designed to help bring the parties together to devise a solution to the conflict
ARBITRATION:a binding conflict resolution process in which the facts of the case are heard by an individual who makes a final decision for the parties in conflict
OMBUDSPERSONS:Their function is to investigate grievances filed by one party against another and to ensure that individuals involved in conflicts understand their rights as well as the process that should be used to report and resolve the conflict
Learning Exercise: Conflicting Personal, Professional, and Organizational Obligations
You are an RN. You have been working on the oncology unit since your graduation from the state college a year ago. Your supervisor, Mary, has complimented your performance. Lately, she has allowed you to be relief charge nurse on the 3 to 11 PM shift when the regular charge nurse is not there. Occasionally, you have been asked to work on the medical–surgical units when your department has a low census. Although you dislike leaving your own unit, you have cooperated because you felt that you could handle the other clinical assignments and wanted to show your flexibility.
On arriving at work tonight, the nursing office calls and requests that you help out in the busy delivery room. You protest that you do not know anything about obstetrics and that it is impossible for you to take the assignment. Carol, the supervisor from the nursing office, insists that you are the most qualified person; she says to “just go and do the best you can.” Your own unit supervisor is not on duty, and the charge nurse says that she does not feel comfortable advising you in this conflict. You feel torn between professional, personal, and organizational obligations.
Questions
Choose the most appropriate conflict resolution strategy (avoiding, smoothing, accommodating, competing, compromising, or collaborating).
You need to examine your goal, the supervisor’s goal, and a goal on which you can both agree. Your goal might be protection of your license and doing nothing that would bring harm to a patient. The supervisor’s goal is to properly staff areas of the hospital.
Solutions
| Accommodating or avoiding | Should not be done. If you believe you are unqualified not confronting the situation could be harmful to your patients and your career. |
| Smoothing | Should not be done. Because you have less power in the situation and no one is available to intervene on your behalf, you are unable to smooth the conflict away. |
| Compromising | Suggest floating to another med surg floor and see if a nurse on that floor wants OB experience. |
| Collaborating | You could convince Carol that the hospital and she could be at risk if an unqualified RN was assigned to an area requiring special skills. Then you and Carol would be able to find alternative solutions to the problem. |
| Competing | You could state that you are unqualified and could put patients at risk. If you are truly convinced that you are unqualified, then you possess information that the supervisor does not have (a criterion necessary for the use of competing as a method of conflict resolution). |
Activity: choose the most appropriate conflict resolution strategy (avoiding, smoothing, accommodating, competing, compromising, or collaborating)
Situation 1
You are a circulating nurse in the operating room but today, you have been assigned an orthopedic room. You are unfamiliar with the orthopedic doctors’ routines and attempt to brush up on them quickly by reading the doctors’ preference cards before each case today. You prepare the biopsy area, and the surgeon, who has a reputation for a quick temper, enters the room. You suddenly realize that you have prepped the area with Betadine, and this surgeon prefers another solution. She sees what you have done and yells, “You are a stupid, stupid nurse.”
Activity: choose the most appropriate conflict resolution strategy (avoiding, smoothing, accommodating, competing, compromising, or collaborating)
Situation 2
You are an RN graduate of a BSN program. Since you graduated 6 months ago, you have been working at an outpatient emergency clinic and have just recently begun to feel more confident. However, one of the older, diploma-educated nurses working with you constantly belittles baccalaureate nursing education. Whenever you request assistance in problem solving or in learning a new skill, she says, “Didn’t they teach you anything in nursing school?” The clinic supervisor has given you a satisfactory 6-month evaluation, but you are becoming increasingly defensive regarding the comments of the other nurse.
Activity: choose the most appropriate conflict resolution strategy (avoiding, smoothing, accommodating, competing, compromising, or collaborating)
Situation 3
You are a new nurse working on a busy med-surg floor. The mode of patient care delivery used on the unit is team nursing. You have grown increasingly frustrated, however, with an LPN on your team who is unwilling to answer call lights. You have directly observed her ignore call lights and go out of her way to avoid answering them. When you confront her, she always provides an excuse. You often must run from one end of the hall to the other to answer the call lights. Your frustration level has risen to the point that you no longer wish to work with this person.
Discussion Questions
What are some things that nurses can do if we witness workplace violence, bullying, incivility, or verbal abuse?
Do you think that there are medical consequences to workplace bullying? If so, what do you think some of them are?
Talk about “code pink”
Discussion...
Negotiation is an extremely successful use of a conflict resolution strategy. It is a way for both parties to come to a compromise. What are some ways to
prepare to negotiate with someone and
how should one behave during the negotiation process?
For example: Consider approaching another nurse that often over-delegates her work. Other nurses are complaining that she does not “carry her weight.”
**Think about this--What Conflict Resolution Strategy did you use?
Remind audience that the strategies are compromising, competing, cooperating, smoothing, avoiding, and collaborating
NCLEX Questions:
Brenna is a young unit manager at Gwynedd Valley Hospital. Some of the other senior nurses are aggressive toward her, while most practice with added confidence and evident experience. Brenna feels that she is blamed for every mistake made in her department. What is the best action for her to take?
Identify the sources of conflict to better understand the points of friction
Work independently while ignoring how she feels
Seek help from the Director of Nursing
Look for another nursing job
Answer...
Identify the source of conflict to better understand the points of friction.
ENCLEX...
2) Conflict occurs in any organization. Which of these statements regarding conflict is NOT TRUE?
Conflict is never beneficial and should be prevented at all times.
Conflict may result in poor performance
Conflict may help leaders to emerge
Conflict may be destructive when there is a high level present
Answer...
Conflict is never beneficial and should be prevented at all times.
ENCLEX...
3) If Dominique observes one of her staff getting easily agitated with other nurses and hears her complain to others that she is experiencing “burnout”, what is the best action for Dominique to take?
Suggest a vacation to the staff member
Remind the nurse to compose herself
Ignore the observation. It will blow over so no intervention is necessary at this time
Let the nurse express her feelings to her and then ask how she can possibly help
Answer...
D) Let the nurse express her feelings and then ask how she can possibly help
ENCLEX...
4) What does bullying in the workplace ultimately lead to?
Employees will work harder
Positive attitudes may increase
Improved quality of care
Increased job turnover
Answer...
D) Increased job turnover
ENCLEX...
5) What are some helpful tips for conflict resolution? Select all that apply.
Gather all possible information on the matter
Listen carefully to all parties involved
Do not prejudge
Take the side of the more experienced nurse
Differentiate between facts and opinions
Ask your nurse manager to resolve the conflict for you...that’s her job.
Answer...
Gather all possible information on the matter
Listen carefully to all parties involved
Do not prejudge
E) Differentiate between facts and opinions
References:
Jenkins, D., RN, MSN. (2017). Workplace conflict resolution strategies for nursing. Retrieved from: www.thenursespeak.com.
Marquis, B.L., & Huston, C.J. Lippincott CoursePoint for Marquis & Huston: Leadership Roles and Management Functions in Nursing. [CoursePoint]. Retrieved from: https://coursepoint.vitalsource.com/#/books/9781496376114.
Moeta, M.E. & DuRand, S.M. (2019). Use of scenarios to explore conflict management practices of nurse unit managers in public hospitals. Retrieved from: https://doi.org/10.4102/curatonis.v42i1.1943.