Professional Documents
Culture Documents
AND CONSENSUS
A situation in which
someone
believes that his or her own
needs have been denied.
A process that begins when an
individual or group perceives
differences and oppositions between
itself and another individual or group
about interests and resources, beliefs,
values, or practices that matter to
them.
Reciprocal A
B C
Sources of Conflict
Goal
Incompatibility
Different Values
and Beliefs
Task
Interdependence
Lack of opportunity
--reliance on stereotypes
Scarce • Increases
Lack competition for resources to
of ability
Resources fulfil goals communication heightens
-- arrogant
conflict perception
Ambiguity
• Lack of rules guiding relations
Lack of motivation
• Encourages political tactics
-- conflict causes lower motivation to
Communication communicate, increases stereotyping
Problems
Sources of Conflict
Intragroup :
Leadership
Task structure
Group composition/ Size
Cohesiveness/ group task
External threats
Outcomes
Inter group :
System differentiation
Task interdependence
Scarce resources
Jurisdictional ambiguity
Separation of knowledge
Firm authority
Potential sources :
Unclear duties / roles
Conflicts of interest
Communication barriers
Dependence on one another
Relationship difference
Response to regulation
Unsolved prior conflict
Potential sources :
Unclear duties / roles
Conflicts of interest
Communication barriers
Dependence on one another
Relationship difference
Response to regulation
Unsolved prior conflict
Conflict of ideas
Dooley and Fryxell (1999) found that conflict of
ideas at the early stage of decision making (idea
formulation) was desirable.
However, it can cause problems at a later stage
when the ideas have to be implemented.
Conflict of feelings are often called
personality conflict
Types of Conflict
Based on
1. Task
2. Relationship
3. Process
LEVELS OF CONFLICT
Inter personal conflicts : between 2
individuals
Does not
know about BLIND SELF UNDISCOVERED
himself SELF
Personal – Group Conflicts : between
an individual and small / large group.
Case study :
Hannagh is a nurse in a busy surgical ward. She has 4
bed ridden patients in her care. She has finished 2
washes and has got 2 more washes to finish. She is
due to go to her lunch break. This may create a conflict
with the rest of the staff if they believe that all baths
should be completed by noon.
Inter personal conflicts : Within a person.
Tension due to disagreement within him /
herself.
Result from having to make a choice
Conflict
Perceptions
Sources of Manifest Conflict
Conflict Conflict Outcomes
Conflict
Emotions
Latent Conflict
(antecedent conditions)
Manifest Conflict
Conflict Resolution of
Conflict management
Conflict aftermath
Latent : Antecedent condition predicting
conflict behaviour
Perceived : Cognitive awareness of stressful
situation exists
Felt : Feelings and attitudes are present and
affect the conflict
Manifest : Overt behaviour from 3 earlier
stages
Resolution : Tension is reduced , negotiation,
problem solving is done to find a beneficial and
mutually agreeable situation
Aftermath : Negotiation, Peace building,
reconciliation may prevent reoccurrence /
escalation of conflict
Reaction to conflict
Sublimation
Vigorous physical exercise
Increased efforts
Identification
Reinterpreting goals
Substituting goals
Rationalization
Attention getting
Reaction formation
Flight into fantasy
Projection
Displacement
Fixation
Withdrawal
Regression
Repression
Conversion
Escalation of Conflict tactics
Competition
Righteousness
Stop listening
Labeling
Dealing with personalities
Issue expansion
Bickering
Coalition
Formation
Threats
Avoidance
Intentional hurt
De-escalation of Conflict
Listening
tactics
Showing tact and concern
Appealing to de-escalation
Goodwill gestures
Airing feeling
Meta communication
Response to all levels
Fractionalization
Position paper
Problem solving
Establishing criteria
Effects of Conflict
Undesirable effects :
Dysfunctional outcomes
Diverts energy and resources
Encourages organizational politics
Encourages stereotyping
Weakens knowledge management © Photo disc. With permission.
FUNCTIONAL CONFLICT
Conflict that support the goals of the group
and improve the performance are
functional or Constructive form of conflict. It
is Creatively managed conflict that shakes
people out of their mental ruts and give
them new points of view.
DYSFUNCTIONAL CONFLICT
It is a conflict that hinders group
Socioemotional conflict
Conflict viewed as a personal attack
Foundation of conflict escalation
Leads to dissatisfaction, stress, and turnover
Conflicts exist whenever
incompatible activities occur.
Differences in information, beliefs,
values, interests, or desires.
A scarcity of some resource.
Compromising
Avoiding Accommodating
Low High
Cooperativeness
Blake and Mouton’s Conflict
Grid
Blake and Mouton (1970) proposed a grid that
shows various conflict approaches.
The 1,1 style is the hands-off approach, also called
avoidance.
The 1,9 position, also called accommodation, is
excessively person-oriented.
The 5,5 position represents a willingness to compromise.
The 9,1 is the bullheaded approach, also called
competing.
The optimum style for reducing conflict is the 9,9
approach, also called collaboration.
Walker and Harris (1995) offer the following
practical tips for implementing the 9,9 style.
Encouraging behavior occurs when a team
member:
Thomas ( 2 dimensions )
1. Assertiveness ( Satisfying one’s own concerns)
2. Cooperativeness ( Attempting to satisfy another’s
concerns)
Resulting Behaviour :
Competing, Collaborating, Compromising, Avoiding,
Accommodating
Conflict Management
Strategies
1. Emphasizing Superordinate Goals
Emphasizing common objectives rather
than conflicting sub-goals
Reduces goal incompatibility and
differentiation
2. Reducing Differentiation
Removing sources of different values and
beliefs
Generalist careers and job rotation
Combine tasks
Use buffers
5. Increase Resources
Duplicate resources
Un assertive Cooperativeness
Accommodating
5 steps of conflict
management
1. Initiate a discussion, timed sensitively and held
in an environment conducive to private
discussion
2. Respect individual difference
3. Be empathetic with all parties
4. Assertive dialogue, facts, clearly defined
central issue, different viewpoints, intension,
framing main issue based on common principles,
attentive listener
5. Agree on solution which balance power and
strategies of all parties
Diane Yale (1988) outlines three
metaphorical approaches to
conflict:
Sells
Consults
Joins
Handling conflict situation
( Mallory. G. ,1981)
Determine problem / Group
with whom there’s conflict
Evaluate
CONFLICT RESOLUTION PROCESS-
BASIC ASSUMPTIONS
Every individual is unique
Every individuals has the inborn potentiality to
resolve conflict.
An Attitude of patience must be maintained
Difference of opinions are healthy & beneficial
Certain amount of confidentiality must be
maintained
Anger & Conflict must be accepted.
WIN-WIN Approach must be adopted
CONFLICT- RESOLUTION
MECHANISM
Define the Problem
Collects facts & Opinions
Consider all solutions proposed
Define the expected result
Select the solution
Implement the solution.
COMPETITION
When quick decision is vital
On important issues where unpopular
actions need implementations
On issues vital to the organization’s
welfare & when you know you are right.
Against people who take advantage of
non- cooperative behaviour.
COLLABORATION
When your objective is to learn
COMMANDERS
Conflict Resolution :
A solution that completely satisfies all
parties involved in the conflict.
Conflict management :
Plan
Watch Clear
Non verbal cues View of
Position
Adequate Information
Pause , Clarifying as
Summarise Needed
NEGOTIATION
Before :
1. Be prepared mentally by having done your homework
2. Determine your starting point, trade offs, bottom line
3. Look for hidden agendas of both parties
During :
1. Maintain composure
2. Role model, good communication skills, assertiveness,
flexibility
3. Avoid destructive negotiation techniques
After :
1. Restate both verbally and in writing
2. Recognize participants for their contributions
Effective Negotiator
Behaviours
Plan and Set Goals
Gather Information
Communicate
Effectively
Make Appropriate
© Corel Corp. With permission.
Concessions
Types of Negotiation ( Fisher,
2006)
1. Hard : Distributive negotiation
Win
Extreme position
Longer benefits
Dirty tricks
Deception
Threats
Ultimatum
Overpowering
Outsmarting
2. Soft :
Prevent conflicts
Concession
Reach an agent
Brainstorming
Consensus
Decision making
Procedural
Efficiency
Fairness
Third-Party
Conflict Resolution
Objectives
Outcome
Effectiveness
Fairness
Types of Third Party
High
Intervention
Mediation Inquisition
Level of
Process
Control
Arbitration
Physical Setting
Time Investment
and Deadlines
Area of
Potential
Agreement
Firm competition
Soft competition
Open subordination
Focused subordination
Active avoidance
Passive avoidance
Responsive avoidance
Fisher, Ury, and Patton (1991) outline four
principles that compose principled
negotiation.
Plan process
Evaluating Outcome
Implementation of plan:
Arrange meeting of persons
Expression of individual view points
Look at alternative solutions
Narrow choices
Plan the implementation of decision
Evaluating outcomes
1. Know thyself
2. Learn to value and manage diversity
3. Develop constructive conflict resolution skills
4. Use power to create win – win situations
5. Master interpersonal and process skills
6. Recognize collaboration is a journey
7. Leverage multidisciplinary forums to increase collaboration
8. Appreciate that collaboration can occur spontaneously
9. Balance autonomy and unity in collaborative relationships
10. Remember that collaboration is not required for all decisions
Consensus
Negotiating parties reach an agreement that all
parties can support even if it does not represent
everyone’s first priorities.
Indicates willingness by all parties to accept the
agreed upon conditions.
Time consuming
Use of experienced facilitator, having
consensus building skills
Good leadership
All parties have good communication skills,
open minded and flexible.
Consensus is defined in English as, firstly
- general agreement and, secondly - group
solidarity of belief or sentiment. It has its
origin in a Latin word meaning literally to
feel together.[1]
The formal process of achieving consensus
ideally requires serious treatment of the
considered opinion of each group member:
those advocating the adoption, say, of a
particular course of action
A close equivalent phrase might be the
"collective agreement" of a group, keeping
in mind that a high degree of variation is still
possible among individuals, and certainly if
there must be individual commitment to
follow up the decision with action, this
variation remains important. There is
considerable debate and research into both
collective intelligence and
consensus decision-making.
Consensus usually involves collaboration,
rather than compromise
Models of consensus
prisoner's dilemma
This approach might be called "algebraic" as
opposed to analytic, within mathematics, because
it represents an agent by a symbol and then
examines the algebraic properties of that symbol.
For example, the question, "Can two agents be
combined to make a new agent?" sounds like an
algebraic question. (More formally, "is the
operation of consensus closed in the domain of
agents? Is there a larger domain of "abstract
agents" in which this operation is closed?")
Nominal Group Technique
Listing ideas on paper
Round robust decision
Serial discussion for clarification
Preliminary vote
Analyzing vote
Discussion of preliminary vote
Revote
- Ranking
- Index card
- Role message form
- Role contract
- Decision chart
Alternative Dispute Resolution
(ADR)
Types of ADR :
Mediation : Neutral 3rd party
Fact finding : Listening to both parties
Arbitration : Binding resolution, final
decision
Ombudspersons : Person holding an
official title in an organization.
Nursing conflicts
Richard tower, Suzanne Hitchgard. Hierarchical conflicts in nursing practice – A meta
(Studies)
analyses. Oct 2008. Journal of nursing administration. vol(2) . 55-59
High tower’s ( 1996) hierarchical conflicts : 160 Managers were analyzed under this
study. The styles of conflict management employed were
1.Avoidance ( common style) 2. Compromise 3. Collaboration 4. Competition 5.
Accommodation
Woodtli ( 1997) :167 deans of B.Sc. Nursing programme were analyzed.
1.Compromising 2. Collaborating 3. Avoiding 4. Accommodating 5. Competing
Cavanaugh (2001) : 145 Staff nurses and 82 nurse managers
Avoidance ( Majority)
Barton (2001) : Private sector
1.Compromising 2. Collaboration 3. Avoiding 4. Accommodation 5. Competing
1. Do not react
2. Disarm them
Collaboration
Overlap : power / power
sources, Manage conflict /
Resolves conflict
Role of nurse manager in
Negotiation
Mediator
Arbitrator
Conciliator
Consultant
Positional pressure tactics
( Negotiation)
Refusal to negotiate
Extreme demands
Escalating demands
Calculated delay
Smoke screen ( Inappropriate question)
Over the barrel ( use weakness of others)
Seduction ( false promise )
Flattering
Aggressive take over
Paternalism ( Action is good)
Stumbling blocks :
Need to control others
Need to be right
Keep fighting ever
Past , Present , Future
Past Present Future
•Conflict is bad •Conflict is inevitable • Creation of conflicts
4. Cristina garcía vivar.Putting conflict management into practice: a nursing case study.
Oct 2009.Issues in Nursing practice. Vol(1).64-66.