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C/NUR 831 Nursing Leadership Development for Nursing Practice

Handout: Week 9 Conflict Management and Negotiation
Prepared by: Alcantara, P., Davidon, M., Erispe, T., Osano, C., Yu, J.
Conflict Management Strategies, Outcomes, and Research Findings
Strategies
Outcomes
Nursing Research Findings
Avoiding
Lose-lose
Used predominantly by staff nurses
Unassertive, uncooperative
Short-term resolution
Competing
Win-lose
Used infrequently by all nurses
Assertive, uncooperative
Not competing was strategy of choice used by nurse
Short-term resolution
educators in one study
Accommodating Lose-win
Used infrequently by nurse managers
Unassertive, cooperative
Short-term resolution
Compromising
No win-no lose
Used predominantly by nurse managers
Moderately assertive, cooperative
Short-term resolution
Collaborating
Win-win
No distinct pattern in usage by nurse managers
Fully assertive, cooperative
Used infrequenty by staff nurses
Long-term resolution
(Hibberd, Valentine & Clark, 2006, p.656)
Appropriate Uses of Conflict Management Strategies
Strategies
Appropriate Uses
Avoiding
When facing trivial and/or temporary issues, or when other far more important issues are
pressing
When there is no chance to obtain what one wants or needs, or when others could resolve
the conflict more efficiently and effectively
When the potential negative results of initiating and acting on a conflict are much greater
than the benefits of its resolution
When people need to cool down, distance themselves, or gather more information
Competing
When quick, decisive action is necessary
When important, unpopular action needs to be taken, or when trade-offs may result in
long-range, continued conflict
When an individual or group is right about issues that are vital to group welfare
When others have taken advantage of an individuals or groups noncompetitive behavior
and now are mobilized to compete about an important topic
Accommodating When other peoples ideas and solutions appear to be better, or when you have made a
mistake
When the issue is far more important to the other(s) person than it is to you
When you see that accommodating now builds up some important credits for later
issues
When you are outmatched and/or losing anyway; when continued competition would only
damage the relationships and productivity of the group and jeopardize accomplishing
major purpose(s)
When preserving harmonious relationships and avoiding defensiveness and hostility are
very important

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When letting others learn from their mistakes and/or increased responsibility is possible
without severe damage
Compromising When two powerful sides are committed strongly to perceived mutually exclusive goals
When temporary solutions to complex issues need to be implemented
When conflicting goals are moderately important and not worth a major confrontation
When time pressures people to expedite a workable solution
When collaborating and competing fail
Collaborating When seeking creative, integrative solutions in which both sides goals and needs are
important, thus developing group commitment and a consensual decision
When learning and growing through cooperative problem solving, resulting in greater
understanding and empathy
When identifying, sharing, and merging vastly different viewpoints
When being honest about and working through difficult emo- tional issues that interfere
with morale, productivity, and growth
(Yoder-wise, 2011, p.471-473)
Negotiation Tactics and Their Uses
Tactic
Rationale for Use
Silence
Encourages the other party to continue to talk, thus revealing more
information
Answers that dont answer Used to buy time ot subtly evade the need to answer a question directly
Good guy/bad guy
Used to attain a specific result; there is a stage quarrel between two members
on the same side, in which one member takes a tough stand and the other
appears to do a favour to the other side by intervening
Limited Authority
A means of avoiding agreement by indicating that others with greater
authority need to be involved in the solution
Dumb may be smart
Used to buy time or to have the other side further articulate its
perspectives/concerns; involves role playing and appearing not to understand
the other partys point
Nibbling
A means of getting more by breaking a large request into small partsso that it
is easier to sell to the other side
Package deal
Used to achieve concessions by grouping items together in a single offer
Deadlines
A way to force the other party to make a decision by a designated time
Trial Balloon
Used to generate feedback by suggesting a position or idea without expressing
commitment to the idea; usually prefaced with a question such as What
if?
Change of pace
A means to postpone the need for a decision or to give the impression of a
need to escalate the process
Extreme demands
An attempt to eventually attain what is really wanted by beginning with
options that are known to be extreme
(Hibberd, Valentine & Clark, 2006, p.663)

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References
Gammelgard, A. (2009). Conflict Management featuring Ken Thomas, PhD [Video file]. Retrieved from
https://www.youtube.com/watch?v=istexb8kwkI
Hibberd, J. Valentine, P. & Clark. L. (2006) Conflict resolution and negotiation. In J. Hibberd and D. Smith
(Eds). Nursing leadership and management in Canada (3rd edition). Toronto: Elsevier Canada.
Marquis, B. L., & Huston, C. J. (2012). Leadership roles and management functions in nursing: Theory and
application (8th ed.). Philadelphia: Lippincott Williams & Wilkins.
Registered Nurses Association of Ontario. (2013). Developing and sustaining nursing leadership. Toronto:
Registered Nurses Association of Ontario. Retrieved from http://www.rnao.org
TNMCoaching. (2009). THOMAS KILMANN EXPLAINED [Video file]. Retrieved from
https://www.youtube.com/watch?v=w2P9jW4_Q8s
Ty, R. (2009). Conflict Management Strategies Rey Ty [Video file]. Retrieved from
https://www.youtube.com/watch?v=RFWcprc6tck
Yoder-Wise, P. S. (2011). Leading and managing in nursing. St. Louis, Mo. : Elsevier Mosby.