Managing Conflict
Patricia Gorzka, PhD, ARNP,
FAANP
Conflict is normal
• 90% average leaders time spent in conflict
management
• Use conflict to promote good interaction
and advance relationships
• Problems arise when have fear and avoid
conflict
Goals of conflict management
• Determine root issues/cause-examine for
– Root cause analysis
• Mutually agree on actions to be taken-fix
problem vs. assigning blame.
Conflict Management
• Encourage appropriate expression of
conflict
• Consider different perceptions
• Identify real source of conflict
• Resolve the conflict using values-core
values– i.e.-What is best for patient
Conflict Management Process Must
Address:
• Sources of conflict
– Environmental-cultural, religion, economics,
etc.
– Individual-ego, personalilty, perceptions, etc.
• Power Sources of Individuals
– Level playing field-outcome balanced and fair
• Expectations-most frequent cause of
conflict
Leader Skills
• Prevents unnecessary conflict
– Open communication to create climate of
openness and trust
– Ensures congruence of workers goals with
organization’s goals
– Recognizes sources of conflict and works to
facilitate insight
Recognize Sources of Conflict
• Structure conflicts-unequal powers
• Value conflicts-culture, religion, education
• Information conflict-different data,
assessment, interpretation
• Interaction conflicts-communication and
language
• Interest conflicts-politics and processes
Negotion-Individual Interest
Conflicts
• Be aware of time and place of conflictmove to private place.
• Use “I” approaches-parties must own their
own feelings
• Use visual tools, flip charts, etc., to visually
display elements of conflict-this balances
language deficits
Negotiation-Individuals
• Avoid vagueness and ambiguity-leader
facilitates clarity
• Each party must feel he/she has gained
something
• Clearly articulate agreement so all parties
understand.
Negotiation-Team-Based Conflicts
• Potential Sources
– Unfair or unequitable treatment
– Lack of essential information
– Game Playing
– Not acknowledging everyone’s uniqueness
– Lack of mutual respect
– Power issues
Team-Two Categories of Conflict
• Identity-Based Conflict
• Interest-based Conflict
Identity-Based Conflicts
•
•
•
•
•
Most Difficult
Reflect parties culture and beliefs
Stems from commitment to values
Long duration
Can be passed on from one generation to
next
Sources of Identity-Based Conflicts
•
•
•
•
•
•
•
•
Values
Religion
Language
Heritage
Culture
Family
Community
Country
Strategies for Facilitator
• Give both parties a voice-express
perceptions
• Use time and patience-move slowly
• Build trust-root issue not always apparent
– Must have clarity to resolve
Strategies (cont.)
• Determine what caused the conflict
– Ask parties what they want
– Recall period before conflict existed-how did
they feel?
– Do they blame someone and why
– What final outcome do they want
• May talk with each alone and then
together
Rothman(1997) ARIA formal
resolution process
• A-Antagonism-parties express antagonism
(expect much blame to be expressed)
• R-Resonance-move from antagonism to
common ground
– Facilitator –safe, open, trusted
– Reconceptualize the conflict
ARIA (cont.)
• I-Invention-focus on identifying solutions
– Compromise not desirable-parties see it as
giving up
– Want new solutions
– Develop and agree on objectives
• A-Action-set agenda for action-what, who,
how, why
Interest-Based Conflicts
• Leader acts as mediator for negotiations
where offers are made and countered
• Two kind mediator action
– Non contingent-focus on processes for
mediation
– Contingent-responses to specific
circumstances arising from process
Interest-Based Conflict-10 Steps to
Resolution
• Establish initial relationship
– Include the parties
– Build credibility
– Rules of Engagement
• Develop strategies to guide process
– Assess, collect, and coordinate approaches
– Develop plan
10 Steps
• Construct the data base
– Analyze and verify data
– Eliminate inaccurate data
– Identify substance of conflict
• Organizing the plan for mediation
– Develop strategies and techniques
– Accommodates contingencies
10 Steps
• Building trust and communication
–
–
–
–
Deal with feelings directly
Create safe place
Identify and name correct issues
Develop effective communication
• Beginning the resolution process
– Define expectations
– Apply approach
– Devise structure and flow making sure all parties are
heard
10 Steps
• Defining concerns and setting priorities
– Ensure correct understanding of issues
– Agree on issues
– Develop strategies to move beyond issues
• Looking for the unseen
–
–
–
–
Discover real issues
Find hidden information
Name hidden agendas
Determine personal agenda
10 Steps
• Naming values and options
–
–
–
–
Moving to agreement
Choosing options
Naming places of consensus
Affirming understanding and choices
• Concluding the conflict process
–
–
–
–
Converging around options
Agree to protocol
Contract for performance
develop action plan
Leader-Mediator
• Helps parties get “unstuck”
– Caucus-work with parties individually
– Neutral regarding outcome
– Maintains a balance of power
– Guide problem solving process
– Stay focused on large picture (values) and
mutual benefits to be gained
Leader-Mediator
• Good active listener
• Develop meeting schedule and acceptable
site
• Goodness of fit between mediator and
conflicting parties-respect for each other
• Facilitate information exchange
• May use consultants for resolution