PARTICIPANT WORKBOOK
Conflict Management
For Health Mangers
SUSTAINABLE MANAGEMENT DEVELOPMENT PROGRAM
Sustainable Management Development Program
Division of Public Health Systems and Workforce Development
Center for Global Health
U.S. Centers for Disease Control and Prevention
http://www.cdc.gov/globalhealth/SMDP/
CONFLICT MANAGEMENT FOR PUBLIC HEALTH PROFESSIONALS
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Conflict Management for Health Managers
CONTENTS
Introduction
Sustainable Management Development Program
Acknowledgements
v
v
Conflict Management for Public Health Professionals
About this Course
Target Audience
Learning Objectives
Schedule
Icon Glossary
vi
vi
vi
viii
viii
Introduction to Conflict Management
Warm-Up
What is Conflict?
What Causes Conflict?
Conflict Reduction Techniques
The Steps to Resolving Conflict
Effective Communication Prevents Conflicts
1
10
3
4
6
8
Conclusion
Summary
Congratulations!
What’s Next?
9
9
9
Resources
10
Appendices
Appendix A Conflict Resolution Methods
Appendix B Action Contract
Appendix C Course Evaluation Form
12
13
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CONTENTS
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CONFLICT MANAGEMENT FOR PUBLIC HEALTH PROFESSIONALS
CONFLICT MANAGEMENT FOR PUBLIC HEALTH PROFESSIONALS
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Introduction
Sustainable Management Development Program
SMDP partners with ministries of health, educational institutions, and
nongovernmental organizations in developing countries to promote
organizational excellence in public health by strengthening leadership and
management capacity. SMDP’s goal is to improve the effectiveness of the
public health sector in developing countries by
 Empowering local officials with better leadership, management, and
decision-making skills
 Stimulating creativity and innovation among local health personnel to
improve public health service delivery
Acknowledgements
Christopher Moore CDR Associates in Boulder, Colorado, USA
Hanna Cooper, MPH, CPCC, ACC.
H.E. Chambers Trinity Solutions, Inc.
Phoebe Balagumyetime, Ghana Health Services
ABOUT THIS COURSE | v
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CONFLICT MANAGEMENT FOR PUBLIC HEALTH PROFESSIONALS
Conflict Management for Public Health
Professionals
About this Course
The goal of this course is to enable you to use practical methods to
minimize and resolve conflicts.
Target Audience
This course is designed for supervisors in public health services, typically
at Ministry of Health district-level.
Suggested prerequisites to this course:
 Basic supervisory skills
 Team building skills
Learning Objectives
When you complete this session you will be able to:
 Identify common causes of conflict
 Recognize conflicting priorities and personalities within a work team or
between a manager and employee
 Use productive strategies to resolve conflict
 Describe ways to prevent conflict
vi | ABOUT THIS COURSE
CONFLICT MANAGEMENT FOR PUBLIC HEALTH PROFESSIONALS
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ABOUT THIS COURSE | vii
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CONFLICT MANAGEMENT FOR PUBLIC HEALTH PROFESSIONALS
Schedule
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Causes of conflict
Methods of resolving conflict
Practice conflict resolution
Preventing conflict
Icon Glossary
The following icons are used in this workbook:
TIP: SUPPLEMENTAL INFORMATION TO HELP PERFORM A TASK MORE EASILY
EXERCISE
vi | SCHEDULE
CONFLICT MANAGEMENT FOR PUBLIC HEALTH PROFESSIONALS
Introduction to Conflict Management
Warm-Up
EXERCISE 1: CONSIDER YOUR EXPERIENCE
What conflicts have you experienced in the workplace? How were they
resolved?
What is Conflict?
Conflict is the expression of disagreement over something important.
Conflict occurs when individuals or groups have competing interests and
ideas. These conflicts can arise for a number of reasons. Some reasons are
easily seen, while others may be more difficult to recognize initially because
they are based on different perceptions, emotions, or beliefs that are not
apparent.
1 | WARM-UP
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CONFLICT MANAGEMENT FOR PUBLIC HEALTH PROFESSIONALS
IS CONFLICT BAD?
Conflict is not always a bad thing. Healthy disagreements can foster
creativity.
Conflict can be productive when it:
 Focuses on strategic or tactical concepts or ideas, not personality or
political issues
 Provides an atmosphere in which individuals feel free to express
dissenting opinion
 Can lead to more creative, well-rounded solutions
Conflict is unproductive when it:
 Is characterized by frequent, repetitive arguments that are not
resolved.
 Leaves people angrier and more frustrated.
 Replaces real issues with jokes, sarcasm, denial, blame.
EXERCISE 2: PRODUCTIVE CONFLICT
Have you experienced a conflict that was productive? Describe it here.
IS CONFLICT BAD? | 2
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CONFLICT MANAGEMENT FOR PUBLIC HEALTH PROFESSIONALS
What Causes Conflict?
There are many reasons that conflict occurs. Here are some:
Values: the values and beliefs held by the participants in the conflict. They
may include religious, moral, or ethical beliefs or workplace values such as
customer service, company loyalty. Our perceptions of a situation may be
influenced by our values.
Experiences: negative past experiences that create or drive a negative
situation. This often leads to:
 Stereotyping,
 Refusal to communicate
 Behavior focused on retaliation for perceived unfair treatment.
Externals/Moods: external factors that cause the problem or external
factors that are not directly a part of the conflict, but contribute to it. For
example, personal issues outside of work or layoffs during a company
downsizing can have a negative impact on attempts to resolve the
conflict—even if none of the participants in the conflict caused it or can
control it.
Information/Communication: when information is incomplete or
inaccurate or when there is inconsistent access to the information.
Differing interpretations of the same data can also lead to conflict. This
may be because the information itself has been communicated incorrectly
or insufficiently.
Structure: the systems within which we work. Conflict could arise when
there are differences of resources, authority or organizational priorities.
Interests: the commitment to resolution of the conflict among the
participants. Each individual’s wants, needs, hopes, concerns, or fears
about outcomes of the conflict; how the resolution is reached; can
contribute to the conflict itself. In terms of resolving conflicts, this is
probably the most important area on which to focus because it is here you
may find common ground.
Source: Christopher Moore of CDR Associates, Boulder, Colorado, USA
When you are in a conflict situation, think about the individuals involved
and the possible source of the conflict. Even more importantly, think
about your own frame of reference and what is causing the conflict for
you. This will help you determine the best strategy for resolving it.
3 | WHAT CAUSES CONFLICT?
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CONFLICT MANAGEMENT FOR PUBLIC HEALTH PROFESSIONALS
Conflict Reduction Techniques
After you have identified the reason for the conflict you can use several
methods to resolve it. The first question you should ask yourself is how
important is this issue to me? Your own position about the issue will help
you identify the best resolution technique for the situation.
Defuse by
agreement
Empathize with
the other
person
Explore with
questions
Use “I”
Statements
Show respect
Alignment
Use reflective
listening
Use degrees of
agreement
If the other person is angry and blames you for the
conflict, find a point of agreement. There is always some
truth in what the other person says. Acknowledging that
truth will help move the situation toward resolution.
There are two forms:
Thought empathy gives the message that you
understand what the other is trying to say.
Feeling empathy is acknowledgement of how the other
person probably feels.
Asking gentle, probing questions to clarify understanding
and determine what the other person is thinking and
feeling.
Focus on your own reaction rather than attributing
motives to the other person.
This decreases the chance that the other person will
become defensive.
Find positive things to say about the other person.
Name specific things for which you respect the other
person.
Look for a common underlying set of beliefs or purpose.
With this type of perspective, disagreement can actually
become a creative act.
Ensure you are hearing what the other person is saying
and seeking to understand before you seek to be
understood.
Try to obtain partial agreements on aspects of the
problem without complete consensus can move the
situation forward. Trying to achieve 100% agreement may
cause you to get stuck in the conflict.
Caution! Do not say “I know how you feel.” It sounds
patronizing and may aggravate the conflict.
CONFLICT REDUCTION TECHNIQUES | 4
CONFLICT MANAGEMENT FOR PUBLIC HEALTH PROFESSIONALS
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EXERCISE 3: PRODUCTIVE RESOLUTION STRATEGIES
Review the description of causes of conflict on page 9. Which resolution
method would you suggest for each cause? Give an example of a scenario
where it could apply.
Agreement
Empathy
Questions
“I” statements
Respect
Alignment
Reflective
Listening
Degrees of
Agreement
5 | EXERCISE 3: PRODUCTIVE RESOLUTION STRATEGIES
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CONFLICT MANAGEMENT FOR PUBLIC HEALTH PROFESSIONALS
CONFLICT REDUCTION TECHNIQUES | 4
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CONFLICT MANAGEMENT FOR PUBLIC HEALTH PROFESSIONALS
The Steps to Resolving Conflict
There are many approaches you can take to address and resolve a conflict
in a productive manner.
Use the steps below to reflect on a current conflict and the possible ways
to resolve it. You can then implement your resolution plan.
1. Acknowledge the problem with the other person
I think there is a problem and I am sure we can work it out.
2. State the problem
Assertively
Unemotionally
Respectfully
Fact/data-based
3. Ask for summarization
I want to be sure I have communicated effectively. Please help me
by summarizing our conversation.
4. Seek their perception
Help me understand your perception.
5. Offer summarization
My understanding is…Am I correct?
6. Brainstorm agreements
Based on the cause of the conflict, as described in the previous
section, you may consider a variety of means for resolution.
We’ll talk about this next.
7. Commit to resolution/build contracts
Clarify responsibilities and the way forward.
8. Remorse
If appropriate, apologize for misunderstandings or harsh treatment.
THE STEPS TO RESOLVING CONFLICT | 6
CONFLICT MANAGEMENT FOR PUBLIC HEALTH PROFESSIONALS
EXERCISE 4: RESOLVING CONFLICTS
Based on the scenario that you are given, work with a partner to resolve
the conflict. Which method did you use?
Agreement
Empathy
Questions
“I” statements
Respect
Alignment
Reflective
Listening
Degrees of
Agreement
See Appendix A for a summary of these methods.
THE BEST WAY TO REDUCE CONFLICT: PREVENT IT!
What are the best ways to prevent conflict? Write your ideas below.
7 | EXERCISE 4: RESOLVING CONFLICTS
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CONFLICT MANAGEMENT FOR PUBLIC HEALTH PROFESSIONALS
THE STEPS TO RESOLVING CONFLICT | 6
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CONFLICT MANAGEMENT FOR PUBLIC HEALTH PROFESSIONALS
Effective Communication can Prevent Conflicts
A great deal of conflict is caused by misunderstanding or poor
communication.
How can the words you use cause conflict?
How can the tone of your voice cause conflict?
How can your behavior, your non-verbal communication, cause conflict?
What are the advantages and disadvantages of face-to-face
communication, telephone or email communication?
BE ASSERTIVE, NOT AGGRESSIVE
AGGRESSIVE
You are wrong.
This is what you did…
Because of you this happened…
ASSERTIVE
I disagree. Here is why…
It appears this is what
happened…
As a result of what happened,
this result occurred….
Do you have other examples?
List them below
EFFECTIVE COMMUNICATION PREVENTS CONFLICTS | 8
CONFLICT MANAGEMENT FOR PUBLIC HEALTH PROFESSIONALS
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Conclusion
Summary
Conflict between people is a fact of life— and it is not necessarily a bad
thing.
Productive conflict can actually improve performance, at the team level,
the work unit level, or the overall organization by encouraging challenges
to accepted ways of doing work and creating the opportunity for
innovation and improvement.
The key is to prevent conflict from becoming unproductive or so extreme
that effective working relationships are damaged.
You can improve your conflict management skills on a daily basis through
practicing the techniques and strategies you learned in this workshop.
Congratulations!
Now that you have completed this workshop you should be able to:
 Identify common causes of conflict
 Recognize conflicting priorities and personalities within a work team or
between a manager and employee
 Use productive strategies to resolve conflict
 Describe ways to prevent conflict
What’s Next?
Practice effective communication to prevent conflicts
 Reflect on your own frame of reference and priorities when
encountering a conflict situation
 Practice using conflict resolution techniques with a colleague before
an actual conflict occurs
 Consider additional training in team building, communication or
values-based decision making

9 | SUMMARY
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CONFLICT MANAGEMENT FOR PUBLIC HEALTH PROFESSIONALS
Resources
Burrell B, “Conflict Styles,”
http://web.mit.edu/collaboration/mainsite/modules/module1/1.11.5.html
Harbour E, and Connick J, “Role Playing Games and Activities Rules and
Tips,” http://www.businessballs.com/roleplayinggames.htm
Richardson LD, “Conflict Management,” October 1, 2003,
http://www.ascb.org/index.cfm?navid=112&id=1619&tcode=nws3
“Tips for Transforming Conflict,”
http://www.sfcg.org/resources/resources_tips.html
Victor DA, “Conflict Management and Negotiation”,
http://www.referenceforbusiness.com/management/Comp-De/ConflictManagement-and-Negotiation.html
“Using the Thomas-Kilmann Conflict Mode (TKI) Instrument for Conflict
Resolution,” Psychometrics Direct, May 2006.
Covey SR, The Seven Habits of Highly Effective People. Simon & Shuster,
New York, New York, 1990.
Fisher R, Ury W, Patton B, Getting To Yes. Penguin Books, 1991.
Furlong GT, The Conflict Resolution Toolbox. Wiley & Sons, New York,
2005.
Higgins CA, Kreischer D, “Rethinking Conflict,” The Straight Talk Coach,
Volume 2, Issue 5.
Landau S et al. From Conflict to Creativity. Jossey-Bass. 2001
Patterson K et al. Crucial Conversations. McGraw-Hill. 2002.
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Appendices
Appendix A Conflict Resolution Methods
Appendix B Action Contract
Appendix C Course Evaluation Form
11 | APPENDICES
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Appendix A Conflict Resolution Methods
Technique
Defuse by
agreement
Empathize with the
other person
Explore with
questions
Use “I” statements
How It Works
Example
 Find some truth in the other person’s
point of view. This will make it hard for
the other person to maintain anger.
“You’re right: I am frequently late
to meetings.”
 Thought empathy gives the message
that you understand what the other is
trying to say.
“So are you thinking that we
should start our meeting without
the budget analyst?”
 Feeling empathy is acknowledgment
of how the other person probably feels.
“I can imagine how frustrating that
must be.”
 Ask gentle, probing questions to tell
you what the other person is thinking
and feeling.
“Help me understand: how would
our vaccination campaign upset
the village elders?”
 Encourage the other person to talk
about what is on his or her mind
 Take responsibility for your own
thoughts rather than attributing
motives to the other person.
“I feel really frustrated when I’m
interrupted. I really would like to
finish my thoughts.”
 This decreases the chance that the
other person will become defensive.
Show respect
 Find positive things to say about the
other person.
“I appreciate the contribution your
experience makes to our team,
especially in the area of resource
mobilization.”
 Name specific things for which you
respect the other person.
Alignment
 Acknowledge and find some value in
the other’s perspective.
“I see we both share a passion for
reaching the underserved
members of our population.”
 Clearly state what you and the others
in the conflict have in common.
Use reflective
listening
 Ensure you are hearing what the
other person is saying.
“So if I understood you correctly,
we have to consider injury rates
differently at this hospital, since it
accepts motor vehicle injury
patients from outside its district.”
APPENDIX A CONFLICT RESOLUTION METHODS | 12
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Technique
Use degrees of
agreement
11 | APPENDICES
How It Works
 Partial agreements without complete
group consensus can move the group
toward a solution.
Example
“It looks like we have some issues
that need further discussion. I
agree that safe food storage is
vitally important, so for now, let’s
focus our efforts on that aspect of
our project.”
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CONFLICT MANAGEMENT FOR PUBLIC HEALTH PROFESSIONALS
Appendix B Action Contract
Action Contract
Learning to manage conflict effectively requires practice. The purpose of
the Action Contract is to formally document your commitment to use the
information from this module during the coming year.
Identify at least one conflict situation in which you are currently involved
or anticipate involvement. Based on what you learned today, list at least
one new technique you plan to try in the conflict situation. Include your
desired outcomes.
.
Conflict 1 (short description of cause/players):
Conflict management technique(s) I will try:
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Desired outcomes:
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Conflict 2 (short description of cause/players):
Conflict management technique(s) I will try:
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Desired outcomes:
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13 | APPENDIX B
ACTION CONTRACT
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CONFLICT MANAGEMENT FOR PUBLIC HEALTH PROFESSIONALS
13 | APPENDIX B
ACTION CONTRACT
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CONFLICT MANAGEMENT FOR PUBLIC HEALTH PROFESSIONALS
Appendix C Course Evaluation Form
Conflict Management for Public Health Professionals
Evaluation
Please help us improve the workshop by responding to the following statements.
Scale Definition: 1-Strongly Disagree
2-Disagree 3-Neither Agree nor Disagree
4-Agree
5-Strongly Agree
1. Course objectives were well communicated
1 2 3 4 5
2. The training was built to match the way I need to do my job
1 2 3 4 5
3. Adequate time was allotted for explanations/practice
1 2 3 4 5
4. The training materials were well written
1 2 3 4 5
5. Job aids are available to support what I learned
1 2 3 4 5
6. I know where to get assistance when I return to my job
1 2 3 4 5
7. Overall the class was satisfactory
1 2 3 4 5
What did you like most about the class?
How can we improve the class?
Do you have any additional questions regarding this topic?
If you wish us to contact you, please provide the following information:
Name
15 | APPENDIX C
Email
COURSE EVALUATION FORM
Telephone Number