CONFLICT MANAGEMENT

Supervised by

Prof. Dr: Nagwa Abou Elenin

Prepared by
1. 2. 3. 4. 5. 6. 7.

8.
9. 10.

11.

Dr/ Sherif el Agamy Dr / Hoda Ramadan Miss / Noha Mohamed Rashed Dr / Samar Abd El Hamid Dr / Mohamed Ibrahim Dr/ Fathia Ibrahim elsayed Dr/ Mohamed Anany Dr/ Marie Habib Dr/ sherif El Said Miss/ Aziza Zaghloul Dr/ Anany Esmail

Out lines
1. Definition of conflict, difference between conflict &competition , why conflict is a problem 2. Causes of work place conflict 3. Types & level of conflict 4. Factors can affect our conflict response & conflict indicators & sings 5. Stages of conflict 6. Conflict management approach (style ) direct approach 7. Conflict management approach (style ) indirect approach 8. Conflict resolution (negotiation mediation diplomacy) 9. Key managerial action to minimize conflict 10. Conflict in health care organization

1- Definition of conflict, different between conflict &competition , why conflict is a problem

1- Dr/ Sherif El Agamy

CONFLICT
We all face conflict at some time in our lives. But it doesnt always have to be negative. It doesnt have to end up as a fight . If we learn skills to deal with conflict, there can be some really positive and satisfying outcomes .

Definition of conflict
conflict is a part of life
" "
) 4 (

Conflict is when people disagree on an issue , or cant get along well . It is natural for people to disagree at times because we all have different interests , values , goals and needs . Sometimes we dont understand other people and what they really mean , or they dont understand us .

Smith (1996 ) Defines conflict as a situation in which the conditions , practices , or the goals of the different participants are inherently incompatible situation

Letterer ( 1996 ) a type of behavior which occur when two or more parties are in opposition behavior Rahim ( 2000 ). conflict result from incompatibility or opposition in goals , activities or interaction among the social entities

Consequences of conflict
Negative outcomes of ignoring conflict or managing conflict badly :

Having a lot of anger . Problems not improving . Confusion . Conflict getting worse . Separation or break down . Feeling resentful . Stress , tension and illness . Aggression and violence . Poor relationship .

Positive outcomes of dealing with conflict successfully

Sense of achievement . Happiness . Stronger relationship and team work . Learning more about others and your self . Relaxation , good health . Changes . Feeling positive .

It all depends on how it is handled . We can learn more skills to deal with conflict that will bring more positive outcomes .

Competition and conflict

Competition usually brings the best in people , as they strive to be top in their field . In fact , fair and friendly competition often leads to new achievements . When competition becomes unfriendly or bitter , through , conflict can begin and this can bring out the worst in people .

SOURCES OF CONFLICT

When is Conflict often needed?

IT IS NEEDED TO 1. Helps to raise and address problems. 2. Energizes work to be on the most appropriate issues. 3. Helps people "be real", for example, it motivates them to participate. 4. Helps people learn how to recognize and benefit from their differences.

Conflict is not the same as discomfort. The conflict isn't the problem - it is when conflict is poorly managed that is the problem.

Conflict is a problem when it

1. Hampers productivity. 2. Lowers morale. 3. Causes more and continued conflicts. 4. Causes inappropriate behaviors.

Out lines
Definition of conflict, difference between conflict &competition , why conflict is a problem 2. Causes of work place conflict 3. Types & level of conflict 4. Factors can affect our conflict response & conflict indicators & sings 5. Stages of conflict 6. Conflict management approach (style ) direct approach 7. Conflict management approach (style ) indirect approach 8. Conflict resolution (negotiation mediation diplomacy) 9. Key managerial action to minimize conflict 10. Conflict in health care organization
1.

2-

Causes of work place conflict

2- Dr / Hoda Ramadan

Eight Causes of Conflict

Although conflict is often viewed negatively, it can lead to enlightenment if solutions are reached. The first logical steps in resolving conflict is to identify the problem and then identify what caused the conflict.

Art Bell (2002) suggests six reasons for conflict in the workplace: conflicting needs, conflicting styles, conflicting perceptions, conflicting goals, conflicting pressures, and conflicting roles.

Brett Hart (2000) discusses two addition causes of conflict: different personal values and unpredictable policies. This brings the total causes for conflict to eight.

Cause 1. Conflicting Needs

Whenever workers compete for scarce resources, recognition, and power in the company's pecking order, conflict can occur. Since everyone requires a share of the resources (office space, supplies, the boss's time, or the budget fund) to complete their jobs

Cause 2. Conflicting Styles

Because individuals are individuals, they differ in the way they approach people and problems. Associates need to understand their own style and learn how to accept conflicting styles.

An example of conflicting styles would be where one worker works best in a very structured environment while another worker works best in an unstructured environment. These two workers could easily drive each other crazy if they constantly work in conflict with one another and do not learn to accept one another's work style.

Cause 3. Conflicting Perceptions

Just as two or more workers can have conflicting styles, they can also have conflicting perceptions. They may view the same incident in dramatically different ways.

Bell (2002) gives an example of what might happen if a new administrative assistant were hired in the organization. One associate might see the new hire as an advantage (one more set of hands to get the job done), while another associate might see the same new hire as an insult (an clear message that the current associates are not performing adequately).

Cause 4. Conflicting Goals

Associates may have different viewpoints about an incident, plan, or goal. Problems in the workplace can occur when associates are responsible for different duties in achieving the same goal.

Take for instance the scenario of a patient being admitted to a hospital. The business office is responsible for documenting financial information and getting paid, whereas the nursing staff is responsible for the patient's physical assessment and immediate admission. Both objectives are important and necessary, but may cause conflict (Bell (2002).

Cause 5. Conflicting Pressures

Conflicting pressures can occur when two or more associates or departments are responsible for separate actions with the same deadline.

For example, Manager A needs Associate A to complete a report by 3:00 p.m., which is the same deadline that Associate B needs Associate A to have a machine fixed. In addition, Manager B (who does not know the machine is broken) now wants Associate B to use the unbeknownst broken machine before 3:00 p.m. What is the best solution? The extent to which we depend on each other to complete our work can contribute greatly to conflict (Hart, 2002).

Cause 6. Conflicting Roles

Conflicting roles can occur when an associate is asked to perform a function that is outside his job requirements or expertise or another associate is assigned to perform the same job.

Cause 7. Different Personal Values

Conflict can be caused by differing personal values. Segregation in the workplace leads to gossiping, suspicion, and ultimately, conflict (Hart, 2002). Associates need to learn to accept diversity in the workplace and to work as a team.

Cause 8. Unpredictable Policies

Whenever company policies are changed, inconsistently applied, or non-existent, misunderstandings are likely to occur. Associates need to know and understand company rules and policies; they should not have to guess.

Common causes of conflict

1. 2. 3. 4. 5.

6.
7. 8. 9. 10. 11.

scarcity of resources (finance, equipment, facilities, etc) different attitudes, values or perceptions disagreements about needs, goals, priorities and interests poor communication poor or inadequate organizational structure lack of teamwork lack of clarity in roles and responsibilities Performance problem Feeble leadership Personalities clashes stress

Out lines
Definition of conflict, different between conflict &competition , why conflict is a problem 2. Causes of work place conflict 3. Types & level of conflict 4. Factors can affect our conflict response & conflict indicators & sings 5. Stages of conflict 6. Conflict management approach (style ) direct approach 7. Conflict management approach (style ) indirect approach 8. Conflict resolution (negotiation mediation diplomacy) 9. Key managerial action to minimize conflict 10. Conflict in health care organization
1.

3- Types & level of conflict

3- Miss / Noha Mohamed Rashed

Levels of Conflict
Conflict

Intrapersonal

Interpersonal

Intergroup

Interorganizational

Levels of Conflict
Interpersonal

Conflict: between two or more individuals based on different goals or values.

Ex. Two persons continually in disagreement over each others choice of work.

Levels of Conflict
Intrapersonal

Conflict: (Conflict within the individual ) - Occurs within the individual due to actual or perceived pressures.

Levels of Conflict
Intrapersonal Conflict: Approach- Approach conflict: occurs when person choose between two positive and equally attractive alternative.
o

Avoidance-Avoidance: Occurs when a person must choose between two negative and equally unattractive
o

Levels of Conflict
Intrapersonal Conflict: Approach- Avoidance: Occurs when a person must decide to do something that has both positive and negative consequences.
o

Levels of Conflict
Intergroup

Conflict: occurs between 2 or more teams or groups in organization. - Managers play a key role in resolution of this conflict. Interorganizational Conflict: occurs across organizations. EX. Managers in one firm may feel another is not behaving ethically. EX2. Competition ( Marketing Competition)

Constrictive Conflict

Results in positive benefits to the group or organization. Identify neglected problems and opportunities, creativity and performance can improve as a result.

Destructive Conflict

Works to the groups or organization disadvantage. It occurs for example when two employee are unable to work together due to interpersonal hostilities.

Out lines
Definition of conflict, difference between conflict &competition , why conflict is a problem 2. Causes of work place conflict 3. Types & level of conflict 4. conflict indicators & sings & Factors can affect our conflict response 5. Stages of conflict 6. Conflict management approach (style ) direct approach 7. Conflict management approach (style ) indirect approach 8. Conflict resolution (negotiation mediation diplomacy) 9. Key managerial action to minimize conflict 10. Conflict in health care organization
1.

4- conflict indicators & sings & Factors can affect our conflict response
4- Dr / Samar Abd El Hamid

Conflict Between Individuals (Interpersonal Conflict)

People have differing styles of communication, ambitions, political or religious views and different cultural backgrounds. In our diverse society, the possibility of these differences leading to conflict between individuals is always there, and we must be alert to preventing and resolving situations where conflict arises.

Signs of Conflict Between Individuals

In the organization leaders and members should be alert to signs of conflict between colleagues, so that they can be proactive in reducing or resolving the conflict by getting to the root of the issue. Typical signs may include: colleagues not speaking to each other or ignoring each other contradicting and bad-mouthing one another not co-operating with each other, to the downfall of the team

Conflict Between Groups of People (Intergroup Conflict)

Whenever people form groups, they tend to emphasize the things that make their group "better than" or "different from" other groups. This happens in the fields of sport, culture, religion and the workplace and can sometimes change from healthy competition to destructive conflict.

Signs of Conflict Between Groups of People

Similarly, leaders and members can identify latent conflict between groups of people in the organization or the community and plan action before the conflict becomes open and destructive: factions meeting to discuss issues separately, when they affect the whole organization one group being left out of organizing an event which should include everybody groups using threatening slogans or symbols to show that their group is right and the others are wrong So it can make the coordination and integration of task activities very difficult.

Conflict Indicators

Body language Disagreements, regardless of issue Surprises Increasing lack of respect Lack of candor on budget problems or other sensitive issues Lack of clear goals No discussion of progress& failure relative to goals.

Factors Affecting Conflict

Gender: Some of us were socialized to use particular conflict modes because of our gender. For example, some males, because they are male, were taught always stand up to someone, and, if you have to fight, then fight.

 Self-concept:

Factors Affecting Conflict cont,

How we think and feel about ourselves affect how we approach conflict. Do we think our thoughts, feelings, and opinions are worth being heard by the person with whom we are in conflict?

Expectations:
Do we believe the other person or our team wants to resolve the conflict?

Factors Affecting Conflict cont,

Situation:
Where is the conflict occurring, do we know the person we are in conflict with, and is the conflict personal or professional?

Position (Power):
What is our power status relationship, (that is, equal, more, or less) with the person with whom we are in conflict?

Factors Affecting Conflict cont,

Communication skills:
The essence of conflict resolution and conflict management is the ability to communicate effectively. People who have and use effective communication will resolve their conflicts with greater ease and success.

Factors Affecting Conflict cont,

Life experiences:
Some of us had great role models teach us to manage our conflicts and others of us had less-than-great role models. Our life experiences, both personal and professional, have taught us to frame conflict as either something positive that can be worked through or something negative to be avoided and ignored.

Out lines
Definition of conflict, difference between conflict &competition , why conflict is a problem 2. Causes of work place conflict 3. Types & level of conflict 4. Factors can affect our conflict response & conflict indicators & sings 5. Stages of conflict 6. Conflict management approach (style ) direct approach 7. Conflict management approach (style ) indirect approach 8. Conflict resolution (negotiation mediation diplomacy) 9. Key managerial action to minimize conflict 10. Conflict in health care organization
1.

5- Stages of conflict
5- Dr / Mohamed Ibrahim

STAGES OF CONFLICT

STAGE ONE
Problems and Irritations.

Conflict is real at this stage but of the lowest intensity. Individuals are quick to move toward rational solutions at Stage One. They are usually optimistic and fully share information with one another.

STAGE TWO

Disagreement. Disagreements are more complex at Stage Two. Participants make a shift from problem solving to self-protection. Hostility increases, along with sarcasm . The atmosphere is cautious To see how things play out.

STAGE THREE

Contests. Conflict at Stage Three is relatively high and is not likely to Pass. A Win/Lose motivation enters at this stage as motivation shifts from self-protection to winning.

Problems cluster and people find allies. Taking sides is common at Stage Three. Each individual is looking for victories. Distortion and exaggeration are used to control the dynamics of conflict.

STAGE FOUR Battles and Fights.

The objective shifts from winning to wanting to get even (or hurt) at Stage Four. There is a desire to Get rid of the other party. the situation is Someone must pay! In Stage Four, the costs are significant for everyone. Being right, and punishment become predominant forces.

Factions solidify. Being a disinterested party, or letting go of certain issues becomes nearly impossible. Cohesiveness within factions becomes more important than the good of the whole organization. Middle ground disappears.

STAGE FIVE Irreconcilable Issues.

Conflict at Stage Five is war! The solution is no longer in the hands of the any one party. The degree of destruction and damage to ones reputation is often overwhelming.

Rational, logical members have set a process in motion that has escalated beyond common sense. Participants are compelled to continue the conflict, unable to stop the fight. Choices are nearly non-existent.

STAGES OF CONFLICT

It has become common to describe conflicts as passing through a series of phases. Different authors name and describe these stages differently, but most include, at a minimum:

STAGES OF CONFLICT

No conflict Latent conflict Emergence Escalation (Hurting) Stalemate De-Escalation Settlement/Resolution Post-Conflict Peacebuilding and Reconciliation

1- "latent" conflict stage: The potential for conflict exists whenever people have different needs, values, or interests; 2- The conflict may not become apparent until a "triggering event" leads to the emergence (or beginning) of the obvious conflict. emergence (or beginning) of the obvious conflict.

3- Emergence may be followed quickly by settlement or resolution, or it may be followed by 4- escalation, which can become very destructive. Escalation, however, cannot continue indefinitely. Escalation may lead to

5- De-escalation which can be temporary or can be part of a broader trend toward settlement or resolution. OR 6- stalemate, a situation in which neither side can win. If the pain of continuing the conflict exceeds that of maintaining the confrontation, the parties are in "hurting stalemate which often presents an ideal opportunity for negotiation and a potential settlement.

6-Finally, if and when an agreement is reached, peacebuilding efforts work to repair damaged relationships with the long-term goal of reconciling former opponents. 7-For intractable conflict, failed peacemaking efforts after escalation, and institutionalization of destructive conflict after that. This latter stage is closely linked with the hurting stalemate.

Out lines
Definition of conflict, difference between conflict &competition , why conflict is a problem 2. Causes of work place conflict 3. Types & level of conflict 4. Factors can affect our conflict response & conflict indicators & sings 5. Stages of conflict 6. Conflict management approach (style ) direct approach 7. Conflict management approach (style ) indirect approach 8. Conflict resolution (negotiation mediation diplomacy) 9. Key managerial action to minimize conflict 10. Conflict in health care organization
1.

6- Conflict management approach (style ) direct approach

6- Dr / Fathia Ibrahim El sayed

- Ways people deal with conflict. - Skills needed for each. - When to use. - When not to use.

Conflict management approach (style ) direct approach

1. Collaborating 2. Compromising 3. Accommodating 4. Avoiding 5. Forcing

Collaborating
Focus on working together

- Putting an idea on top of an idea to achieve the best solution to a conflict. - Some people will profess that this mode is always the best one. - This mode is high assertiveness & high cooperation.

Collaboration skills
Active listening. - Non threatening confrontation. - Identifying concerns. - Analyzing input.
-

It is good when: - You have the time & want to work something out that satisfies all sides. - You care about the other person (s) & also feel strongly about the issue It is not good when:

- You do not care that much about the issue.

- You need something quickly.

Compromising
Mutual give & take
- Some people define it as giving up more than you want. - While others see it as both parties winning.

- This mode is Moderate assertiveness & Moderate cooperation.

Compromising skills
Negotiating. - Finding a middle ground. - Assessing value. - Making concessions.
-

It is good when: - You need a quick solution & both give up something. - You have tried to satisfy each one completely & it isnt possible.

It is not good when:

- You might work a little longer & find solution that pleases each one better.

Accommodating
Give in to others
- Seen as Accepting the others view. - Keeps peace when the issue or outcome is of low importance. - This mode is low assertiveness & high cooperation.

Accommodating skills
Forgetting your desires. - Selflessness. - Ability to yield. - Obeying orders.
-

It is good when:
- You are or were, wrong about something. - You care more about the other person than you do about the issue.
It is not good when:
It happens a lot & you wish you could speak up more often .

Avoiding
pretend it is not there or ignore it
- People will avoid conflicts out of fear of engaging in a conflict or they do not have confidence in their conflict management skills. - This mode is Low assertiveness & Low cooperation.

Avoiding skills
Ability to withdraw. - Ability to side step issues. - Ability to leave things unsolved. - Sense of timing.
-

It is good when:

- You dont car that much about the issue. - You are very angry & need time to cool off before discussing the issue.

It is not good when:

- You rarely want to deal with conflicts in your life.

- You care about an issue but are afraid to speak up.

Forcing (Competing)
Work to get your way.
- When quick action needs to be taken. - This mode is high assertiveness & Low cooperation.

Competing Skills
-

Arguing or debating.
Using rank or influence.

Asserting your opinions & feelings.

Stating your position clearly.

It is good when:

- You know you are right & it is important to you that the others recognize that.
- You need to do something quickly.
It is not good when - You use it often with people you care about or will need to spend time with in the future. - You want people to feel the can discuss & disagree with you openly.

None of these modes is wrong to use, but there are right & wrong times to use each.

Out lines
Definition of conflict, difference between conflict &competition , why conflict is a problem 2. Causes of work place conflict 3. Types & level of conflict 4. Factors can affect our conflict response & conflict indicators & sings 5. Stages of conflict 6. Conflict management approach (style ) direct approach 7. Conflict management approach (style ) indirect approach 8. Conflict resolution (negotiation mediation diplomacy) 9. Key managerial action to minimize conflict 10. Conflict in health care organization
1.

7-Conflict management approach (style ) indirect approach

7- Dr/ Mohamed Anany

How can conflict be managed successfully ?

Indirect conflict management approaches:
1. 2. 3. 4.

Organizational redesign. Appeals to common goals. Hierarchical referral Alterations in the use of mythology and scripts.

1- Organizational redesign
Used for adjusting level of interdependency when work-flow conflicts exists. Managers have a number of options available to reduce conflicts

by adjusting the organizational design.

1-Organizational redesign cont,

Options
Decoupling: Involves separating or reducing the contact between two conflicting groups
Buffering: Is a conflict management approach that sets up inventories to reduce conflicts when the inputs of one group are the outputs of other groups

Linking pins: Are persons who are assigned to manage conflict between groups that are prone to conflict Liaison groups: Are groups that coordinate the activities of certain units to prevent destructive conflicts between them

2- Appeals to common goals

Focusing the attention of potentially conflicting parties on one mutually desirable goal.

Helping parties to recognize their mutual interdependence.

2- Appeals to common goals cont,

Can be difficult to achieve if: Prior performance is poor. Parties disagree over how to improve performance.

In this case conflict resolution begins by making sure that the parties take personal responsibility for improving the situation

3- Hierarchical referral
Makes use of the chain of command for conflict resolution. Problems with hierarchical referral. May not result in true conflict resolution. Possibility of inaccurate diagnosis of causes of conflict, resulting in only superficial resolution. Superiors may attribute conflict to poor interpersonal relationships.

3- Hierarchical referral cont,

Subordinates may also learn that it is best not to refer any conflict upward, so future conflicts may be kept from view until they finally erupt into major problems.

4- Alterations in the use of mythology and scripts

Scripts : Are behavioral routines that become part of the organizations culture.
Scripts prescribe ways of dealing with conflict

4- Alterations in the use of mythology and scripts cont,

Myths : Are beliefs about a situation that deny the necessity to make trade -off in conflict resolution.
The result could be a serious accident.

Out lines
Definition of conflict, difference between conflict &competition , why conflict is a problem 2. Causes of work place conflict 3. Types & level of conflict 4. Factors can affect our conflict response & conflict indicators & sings 5. Stages of conflict 6. Conflict management approach (style ) direct approach 7. Conflict management approach (style ) indirect approach 8. Conflict resolution (negotiation mediation diplomacy) 9. Key managerial action to minimize conflict 10. Conflict in health care organization
1.

8- Conflict resolution (negotiation mediation -diplomacy)

8- Dr/ Marie Habib

Conflict

In many cases, conflict in the workplace just seems to be a fact of life. The fact that conflict exists, however, is not necessarily a bad thing: As long as it is resolved effectively, it can lead to personal and professional growth.

Conflict Resolution

resolution is a range of processes aimed at alleviating or eliminating sources of conflict. The term "conflict resolution" is sometimes used interchangeably with the term dispute resolution or alternative dispute resolution Processes of conflict resolution generally include diplomacy, mediation and negotiation.

Diplomacy

Diplomacy is the art and practice of conducting negotiations between representatives of groups or states.

It usually refers to international diplomacy, the conduct of international relations through the intercession of professional diplomats with regard to issues of peace-making, trade, war, economics and culture.

Mediation

Mediation, a form of alternative dispute resolution (ADR) or "appropriate dispute resolution", aims to assist two (or more) disputants in reaching an agreement. Mediation is a process in which a third-party neutral assists in resolving a dispute between two or more other parties.

Mediation cont,

The role of the mediator is to facilitate communication between the parties, assist them in focusing on the real issues of the dispute, and generate options that meet the interests or needs of all relevant parties in an effort to resolve the conflict.
Disputants may use mediation in a variety of disputes, such as commercial, legal, workplace, community and family matters.

Mediation cont,
to mediate conflicts productively and positively. These include: interpersonal communication, responsive listening, information-sharing, controlling anger.

Negotiation

Negotiation is a dialogue intended to resolve disputes, to produce an agreement upon courses of action, to gain outcomes to satisfy various interests. In simplest terms, negotiation is a discussion between two or more disputants who are trying to work out a solution to their problem.

Negotiation cont,

Negotiation occurs in business, non-profit organizations, government branches, legal proceedings, among nations and in personal situations such as marriage, divorce, and everyday life.

Pre-Negotiation

Before you decide to negotiate, it is a good idea to prepare. Set out your objectives. You have to take into account how it will benefit the other party by offering some sort of reward or incentive Know your extremes: how much extra can you afford to give to settle an agreement? Although you are not aiming to give out the maximum, it is worth knowing so that you will not go out of your limits.

Pre-Negotiating

Know what your opposition is trying to achieve by their negotiation. This is useful information that could be used to your benefit and may well be used to reach a final agreement.
Consider what is valuable. You may end up losing something in the negotiation that is more valuable.

Negotiation

It's time to negotiate and you've prepared well. What else must you have? POWER and CONFIDENCE Your power will come from your ability to influence. Confidence comes from knowing your position and being able to communicate this well to the other party.

Out lines
Definition of conflict, difference between conflict &competition , why conflict is a problem 2. Causes of work place conflict 3. Types & level of conflict 4. Factors can affect our conflict response & conflict indicators & sings 5. Stages of conflict 6. Conflict management approach (style ) direct approach 7. Conflict management approach (style ) indirect approach 8. Conflict resolution (negotiation mediation diplomacy) 9. Key managerial action to minimize conflict 10. Conflict in health care organization
1.

9-Key managerial action to minimize conflict

9-Dr/ sherif El Said

Conflict situations faced by managers:

Conflict is part of manager work experience. Vertical conflict Horizontal conflict Line-staff conflict Role conflict

Work situations that may predispose to conflict

1. Work flow interdependence. 2. Power & value asymmetry. 3. Role ambiguity. 4. Resources scarcity.

Key managerial actions to minimize conflicts

Regularly review & date job description. 2. Intentionally build a relationships with all subordinate. 3. Regularly hold management meeting. 4. Conduct basic training about: A) Interpersonal communications. B) Conflict management. C) Delegation.
1.

Key managerial actions to minimize conflicts cont,

5. Get regular, written status report & include : Accomplishments Current issues & needs from management Plans for upcoming period 6. Develop procedures for routine tasks (write , review, distribute, & train) 7. Anonymous suggestion box

Out lines
Definition of conflict, difference between conflict &competition , why conflict is a problem 2. Causes of work place conflict 3. Types & level of conflict 4. Factors can affect our conflict response & conflict indicators & sings 5. Stages of conflict 6. Conflict management approach (style ) direct approach 7. Conflict management approach (style ) indirect approach 8. Conflict resolution (negotiation mediation diplomacy) 9. Key managerial action to minimize conflict 10. Conflict in health care organization
1.

10- Conflict in health care organization

10- Miss/ Aziza Zaghloul

Conflict in Health Care

Key contributors in health care conflict are the diversity of roles and functions, and the high levels of stress, much greater than in the general work force resulting in profound opportunities for conflict. Consequently conflict is embedded in health care services.

The health care conflict is preventable & drive up the cost of care

Conflict in Health Care

A study reported in the American Journal of

Maternal/Child Nursing (March/April 2005) An

example is the retention of good employees,

particularly nurses and other direct patient-care

providers. The national average of voluntary

resignations that result from unresolved conflict is

65% this figure surely higher in health care.

The study shows that the cost of replacing a specialty nurse is 156% of annual salary. So, the cost-benefit of retaining just one nurse by resolving a conflict is over 300 times the cost of attending an upcoming Certification

JCAHO Requirements/Recommendations
Joint commission Recommends that JCAHOaccredited organizations must Provide skillsbased training and coaching for all leaders and managers in relationship-building ,collaborative practice, including skills for giving feedback on unprofessional behavior, and conflict resolution.

Sources of Conflict in health care organization

Many things contribute to a climate of conflict: 1. Differing values , goals & methods of healthcare professionals 2. Need for control 3. Lack of information & Lack of role clarity (task ambiguity) 4. Need for self-protection 5. overlapping roles to lead to the perception of competition & conflict .

Sources of Conflict in Health Care

cont,

6- Perceived differences in disciplinary status provide another source of conflict and interfere with democratic team functioning, requiring high levels of collaboration, consensus, cohesion, group based problem solving and shared responsibility.

Conflict in Health Care

Such conflicts can include disrespectful interactions, retaliation and intimidation, avoidance behaviors, lack of follow through, lead to lack of accountability, and loss of trust.
poor patient outcomes, increased costs, And the loss of qualified clinicians, managers and administrators.

Reduced conflict

lead to

decreased errors, fewer and shorter delays, improved morale and job satisfaction, increased efficiency, decreased costs, lower stress and improved patient/family satisfaction. This benefits health care workers, employers, patients/families and all of those coming into contact with the health care system.

Benefits to Solving conflict in Health care

1. Reduced time and money in resolving conflicts
2. Encourages open communication and cooperation 3. Decrease in customer complaints & improve

outcome 4. Gain loyalty to the organization & improve workplace atmosphere,

Benefits to Solving conflict in Health care cont,

5- Strengthens relationships & improved behaviour 6- Increased morale ,motivation and job satisfaction 7- Decreased turnover, absenteeism and lateness 8- Decreases error rates and increases productivity 9- Conflict Resolution Education and Training Design

providers- patient conflict related to therapeutic relationship

Principle to reduce providers patient conflict Consider needs, values and preferences of the person receiving care mutual trust and respect between providers and recipients of care Open communication, within the confines of privacy and confidentiality

providers- patient conflict related to therapeutic relationship

The competent person must be involved in decisions regarding his or her care. the right to refuse, or withdraw consent to, any care or treatment .

Principle to reduce providers patient conflict cont,

When conflicts arise despite efforts to prevent them, they should be resolved as informally as possible, moving to more formal procedures only when informal measures have been unsuccessful . In cases of disagreement or conflict, the opinions of all those directly involved should be given respectful consideration

Out lines
Definition of conflict, difference between conflict &competition , why conflict is a problem 2. Causes of work place conflict 3. Types & level of conflict 4. Factors can affect our conflict response & conflict indicators & sings 5. Stages of conflict 6. Conflict management approach (style ) direct approach 7. Conflict management approach (style ) indirect approach 8. Conflict resolution (negotiation mediation diplomacy) 9. Key managerial action to minimize conflict 10. Conflict in health care organization
1.

10- Conflict in health care organization

11- Dr/ Anany Esmail

LEADERSHIP AND CONFLICT

The Joint Commission

"Conflict

commonly occurs even in well-functioning hospitals.

However, conflict among leadership groups that is not managed effectively by the hospital ... has the potential to threaten health care safety and quality.

Hospitals need to manage such conflict so that health care safety and quality is protected.

Responsibilities of leadership
Creation of a safe and positive environment for clinical practice

A new hospital accreditation standard that addresses conflict management was implemented recently by The Joint Commission

Leadership Standard LD.2.40 Effective January 1, 2009

Requires hospitals to manage conflict between leadership groups to protect the quality and safety of care

1.

Senior managers and leaders

Elements of Performance for LD.2.40

work with the governing body to develop an ongoing

process for managing conflict among leadership groups.

2. The governing body approves the process.

3. The organization implements the process when a conflict arises

4. Individuals who help the organization implement the process, are

skilled in conflict management

The conflict management process

Meeting with the involved parties
Gathering information

Working with the parties to manage and, resolve

the conflict
Protecting the safety and quality of care

The Cost of Conflict

Conflict generates a significant, but often hidden, cost for organizations. For example, it has been estimated that over 65% of performance problems come from interpersonal issues between employees.

Organization Conflict in the workplace results in:

1.Wasted time
Resulting from employee and management attention spent on resolving problems and clarifying expectations.

Studies have shown that as much as 42% of a managers time is spent dealing with various aspects of confusion, disagreement and conflict

2.Reduced decision quality

Ineffective communication and power struggles between employees or work units who are not getting along. Add to this the hidden emotional and relationship costs that result when individuals choose to remain in opposition to each other.

3.Loss of quality employees who leave an organization

.To seek a place where they can work with less tension and greater satisfaction.
. Exit interviews show that at least 50% of employees leave an organization due to conflict and usually the good ones are the ones who go.

Replacing a skilled employee can cost 75% to 150% of their salary due to lost productivity, recruiting orientation, and getting up to speed with a replacement

4.The need to restructure work team composition or work schedules

To separate employees who are having conflict with each other. Other personnel or productivity issues may develop as a reaction to this attempt to avoid problems, further complicating the situation at hand.

6.Decreased job motivation and morale problems

Generated by interpersonal stress in the workplace. This can lead to a decline in productivity and an increase in absenteeism, health care costs, and workmans compensation claims based on stress related illnesses.

7.In some cases conflict can lead to discrimination as well as violence or threats of violence.

Business organizations that have implemented policies, procedures, and training to address conflict management issues report significant reductions in litigation costs

Conflict to Communication The Couples Program

DR. ANANY ISMAIL

Fight costs upward of $40,000 per couple. Sixty percent of American divorces involve medium to high conflict. A divorce costs $18,000 on average, which includes lost work productivity, relocation costs, and legal fees.

These numbers highlight only the financial costs, but have you considered the emotional

costs?

We can help minimize the financial and emotional drain of divorce.

Results-based program aims to reduce conflict and anger successfully so couples can settle issues peacefully and move on with their lives.

The goal of the program is to possibly

prevent divorce altogether.

But if you feel that divorce is your only option, then the aim of the program is to stop the

madness of the high-conflict divorce.

1.Eliminate conflict through specific communication skills.

2.Diffuse anger in yourself and others.

3.Understand how to meet your needs and the needs of your family. 4.Talk calmly in high-conflict situations.