DIRECTING:
CONFLICT
MANAGEMENT
JOHN IAN E. AMIGO, RN, LPT, MAN
LEARNING OUTCOMES:
• TO LEARN ABOUT CONFLICT MANAGEMENT
• TO IDENTIFY CATEGORIES OF CONFLICT
• TO DETERMINE THE STAGES OF CONFLICT
• TO KNOW HOW TO MANAGE UNIT CONFLICT AND HELPFUL TIPS IN
CONFLICT RESOLUTION
CONFLICT
• The internal or external discord that occurs
as a result of differences in ideas, values, or
beliefs of two or more people
• Some level of conflict in an organization
appears desirable.
Relationship
Between Organizational Conflict and Effectiveness
• Currently, conflict is viewed as neither
good nor bad because it can produce
growth or be destructive.
Common Sources of Organizational Conflict
• Scarce resources
• Restructuring
• Poorly defined role expectations
• Communication problems
• Organizational structure
• Individual behavior
Managerial Response to Conflict
• Managers can no longer afford to respond
to conflict traditionally (i.e., to avoid or
suppress conflict) because this is
nonproductive.
Categories of Conflict
Types of Conflict
1. Competitive Conflict
occurs when two or more groups attempt the same goals and only
one group can attain them.
2. Disruptive Conflict
takes place in an environment filled with fear, anger and stress.
Stages of Conflict
Conflict Resolution Outcomes
• Win–Win—optimal goal in conflict
resolution
• Win–Lose
• Lose–Lose
Common Conflict Resolution Strategies
1. Compromising
Each party gives up something it wants.
2. Competing
One party pursues what it wants, regardless of the cost to others.
3. Cooperating/Accommodating
One party sacrifices his or her beliefs and wants to allow the other
party to win.
4. Smoothing
An individual attempts to reduce the emotional component of the
conflict.
5. Avoiding
Parties are aware of a conflict but choose not to acknowledge it or attempt to
resolve it.
6. Collaborating
An assertive and cooperative means of conflict resolution whereby all parties set
aside their original goals and work together to establish a supraordinate or
common priority goal.
Common Causes of Organizational Conflict
• Poor communication
• Inadequately defined organizational structure
• Individual behavior (incompatibilities or disagreements
based on differences of temperament or attitudes)
• Unclear expectations
• Individual or group conflicts of interest
• Operational or staffing changes
• Diversity in gender, culture, or age
Managing Unit Conflict
• Confrontation.
• Third-party consultation.
• Behavior change.
• Responsibility charting.
• Structure change.
• Soothing one party.
Helpful Tips in Conflict Resolution
• Focus on the causes of the disagreement and not
on personalities.
• Try to arrive at solutions acceptable to everyone
concerned.
• Get all the information possible. Differentiate
between facts and opinions.
• Listen carefully and do not prejudge.
• Do not belabor how the conflict occurred. Instead, concentrate on what
should be done to keep it from recurring.
• Concentrate on understanding and not on agreement.
Bullying
• Bullying is abusive conduct that is threatening, humiliating, or intimidating
in nature.
Incivility
Incivility is a term used to describe mistreatment or discourtesy to another
person. It occurs on a continuum from disruptive behaviors such as eyerolling and other nonverbal behaviors and sarcastic comments to
threatening behaviors, such as intimidation and physical violence.
• In mobbing, employees “gang up” on an individual.
Workplace Violence
• When bullying, incivility, and mobbing occur in
the workplace, it is known as workplace violence.
• Workplace violence impacts the physical,
emotional, and socioeconomic health of
employees and threatens patient safety.
• All organizations should have bullying policies in
place with zero tolerance as the expectation.
Negotiation
• Frequently resembles compromise when used as
a conflict negotiation strategy
• Emphasis is on accommodating differences
between the parties.
• Negotiation is psychological and verbal. The
effective negotiator always looks calm and selfassured
Negotiation Terminology
• The very least for which a person will settle is often referred to as the
bottom line.
• Trade-offs are secondary gains, often future-oriented, that may be realized
as a result of conflict.
• The manager also must look for and acknowledge hidden agendas—the
covert intention of the negotiation.
Negotiating Strategies
• Use factual statements; listen and keep an open mind.
• Discuss issues and not personalities.
• Be honest; start tough.
• Delay when confronted with something totally unexpected.
• Never tell the other party you are willing to negotiate totally.
• Know the bottom line but try not to use it; take breaks if either
party becomes angry or tired.
Destructive Negotiation Tactics
• Ambiguous or inappropriate questioning
• Gestures of helplessness
• Intimidation
• Manipulation
• Ridicule
• Flattery
• Aggression
Negotiation Closure
• End on a friendly note
• Restate the final decision
• Hide astonishment at your success
• Make the other party feel that he/she also
won
• Follow up with a memo
Types of Alternative Dispute Resolution (ADR)
• Mediation
• Fact-finding
• Due process hearings
• Ombudsperson
Seeking Concensus
• It is always an appropriate goal in resolving
conflicts and in negotiation.
• All parties support, or at least do not oppose,
an agreement.
• The greatest challenge in consensus building is
time.
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