CONFLICT MANAGEMENT

INTRODUCTION

Conflict is generally defined as the internal or external discord that results from differences in
ideas, values, or feelings between two or more people. Because managers have interpersonal
relationships with people having a variety of different values, beliefs, backgrounds, and
goals, conflict is an expected outcome. Conflict is also created when there are differences in
economic and professional values and when there is competition among professionals.

THE HISTORY OF CONFLICT MANAGEMENT

Early in the 20th century, conflict was considered to be an indication of poor organizational
management, was deemed destructive, and was avoided at all costs. When conflict occurred,
it was ignored, denied, or dealt with immediately and harshly. The theorists of this era
believed that conflict could be avoided if employees were taught the one right way to do
things and if expressed employee classification was met swiftly with disapproval.

In the mid 20th century, when organizations recognized that worker satisfaction and feedback
were important, conflict was accepted passively and perceived as normal and expected.
Attention cantered on teaching managers how to resolve conflict rather than how to prevent
it. Although conflict considered to be primarily dysfunctional, it was believed that conflict
and cooperation could happen simultaneously.

Conflict also has a qualitative nature. A person may be totally overwhelmed in one conflict
situation, yet be able to handle several simultaneous conflicts at a later time. The difference is
in the quality or significance of that conflict to the person experiencing it.

MEANING & DEFINITION OF CONFLICT

Conflict can be defined as an expressed struggle between at least two interdependent

parties, who perceive that incompatible goals, scarce resources, or interference from others
are preventing them from achieving their goals (Wilmot & Hocker, 2001).
 Conflict is related to feelings, including feelings of neglect, of being viewed as taken
for granted, of being treated like a servant, of not being appreciated, of being ignored, of
being overloaded, and other instances of perceived unfairness.

Conflict management is the process of planning to avoid conflict where possible and
organizing to resolve conflict where it does happen, as rapidly and smoothly as possible.

TYPES OF CONFLICTS

Conflict has been described and studied from the standpoint of its context, or where it occurs.
3 types of conflicts are

Intrapersonal conflict: an intrapersonal conflict occurs within an individual in situations in

which he or she must choose between two alternatives. Choosing one alternative means that
he or she cannot have the other; they are mutually exclusive. E.g. we might internally debate
whether to complete an assignment that is due the next day or watch a favorite television
programme.

Interpersonal conflict: is conflict between two or more individuals. It occurs because of

differing values, goals, action, or perceptions. For e.g. when you want to go to a science
fiction movie, but your partner may prefer to attend an opera. Interpersonal conflict becomes
more difficult when we are involved in issues relating to racial, ethnic and life style values
and norms.

Organizational conflicts: conflict also occurs in organization because of differing perceptions

or goals. Organizational conflicts may be intrapersonal or interpersonal, but they originate in
the structure and function of the organization. Typically, aspects of the organizations style of
management, rules, policies and procedures give rise to conflict..

Two areas responsible for conflict in organizations are role ambiguity and role conflict.
 Role ambiguity occurs when employees do not know what to do, how to do it, or what
the outcomes must be. This frequently occurs when policies and rules are ambiguous and
unclear.

Role conflict occurs when two or more individuals in different positions within the
organization believe that certain actions or responsibilities belong exclusively to them. The
conflict could relate to competition. E.g. In some hospitals, conflict have existed between the
nurse and the social workers about the responsibility for providing discharge planning. Both
groups see discharge planning as an important aspect of their own care of the patients.

COMMON CAUSES OF CONFLICT

Vertical conflict: Occurs between hierarchical levels

Horizontal conflict: Occurs between persons or groups at the same hierarchical level.

Line-staff conflict: Involves disagreements over who has authority and control over
specific matters

Role conflict: Occurs when the communication of task expectations proves inadequate
or upsetting

Work-flow interdependencies: Occur when people or units are required to cooperate

to meet challenging goals.

Domain ambiguities: Occurs when individuals or groups are placed in ambiguous

situations where it difficult to determine who is responsible for what.

Recourse scarcity: When resources are scarce, working relationships are likely to
suffer.

Power or value asymmetries: Occurs when interdependent people or groups differ

substantially from one another in status and influence or in values.
CHARACTERISTICS OF CONFLICT

The characteristics of a conflict situation are:

At least two parties (individuals or groups) are involved in some kind of interaction.

Mutually exclusive goals and mutually exclusive values exist, either in fact or as
perceived by the patients involved.

Interaction is characterized by behavior destined to defeat, reduce, or suppress the

opponent or to gain a mutually designated victory.

The parties face each other with mutually opposing actions and counteractions.

Each party attempts to create an imbalance or relatively favored position of power

vis-a-vis the other.

PREPARED BY: ANOOP, CHETAN, DEEPAK, LINGARAJ, SARATH CHANDRAN,

MITHUN

PADMASHREE INSTITUTE OF NURSING. M.Sc. Nursing II years (2009-2011 batch)

THE CONFLICT PROCESS

Before managers can or should attempt to intervene in conflict, they must be able to assess its
five stages accurately

Latent conflict (also called antecedent conditions).

Perceived conflict

Felt conflict

Manifest conflict

Conflict resolution

Conflict aftermath.

Latent conflict (also

called antecedent

conditions)

Felt conflict Perceived conflict

Manifest conflict

Conflict resolution or conflict

management

Conflict aftermath

Latent conflict

The first stage in the conflict process, latent conflict, implies the existence of antecedent
conditions such as short staffing and rapid change. In this stage, conditions are ripe for
conflict, although no conflict has actually occurred and none may ever occur. Much
unnecessary conflicts could be prevented or reduced if managers examined the organisation
more closely for antecedent conditions.

PREPARED BY: ANOOP, CHETAN, DEEPAK, LINGARAJ, SARATH CHANDRAN,

MITHUN

PADMASHREE INSTITUTE OF NURSING. M.Sc. Nursing II years (2009-2011 batch)

Perceived conflict

If the conflict progresses, it may develop into the second stage: perceived conflict. Perceived
or substantive conflict is intellectualized and often involves issues and roles. The person
recognizes it logically and impersonally as occurring. Sometimes, conflict can be resolved at
this stage before it is internalized or felt.

Felt conflict

The third stage, felt conflict, occurs when the conflict is emotionalized. Felt emotions include
hostility, fear, mistrust, and anger. It is also referred to as affective conflict. It is possible to
perceive conflict and not feel it. A person also can feel the conflict but not perceive the
problem.

Manifest conflict

It is also called as overt conflict, action is taken. The action may be to withdraw, compete,
debate, or seek conflict resolution. People often learn pattern of dealing with manifest
conflict early in their lives, and family background and experiences often directly affect how
conflict is dealt with in adulthood.

Gender also may play a role in how we respond to conflict. Men are socialized to respond
more aggressively to conflict, while women are more apt to try to avoid conflicts or to pacify
them. Power also plays a role in conflict resolution. Therefore, the action an individual takes
to resolve conflict is often influenced by culture, gender, age, power position and upbringing.

Conflict aftermath

The final stage in the conflict process is conflict aftermath. There is always conflict
aftermath- positive or negative. If the conflict is managed well, people involved in the
conflict will believe that there position was given a fair hearing. If the conflict is managed
poorly the conflict issues frequently remain and may return later to cause more conflict.
Outcomes of conflict

We often hear people hear about conflict situation resulting in win-win, win-lose and lose-
lose. Filley (1975) identified these 3 different positions or outcomes of conflict.

Win-lose outcome: occurs when one person obtains his or her desired ends in the situation
and the other individual fails to obtain what is desired. Often winning occurs because of
power and authority within the organization or situation.

Lose-lose outcome: in lose-lose situation, there is no winner. The resolution of the conflict is
unsatisfactory to both parties.

Win- win outcome: are of course the most desirable. In these situations, both parties walk
away from the conflict having achieved all or most of their goals or desires.

PREPARED BY: ANOOP, CHETAN, DEEPAK, LINGARAJ, SARATH CHANDRAN,

MITHUN

PADMASHREE INSTITUTE OF NURSING. M.Sc. Nursing II years (2009-2011 batch)

EFFECTS OF CONFLICT IN ORGANIZATIONS

Stress

Absenteeism

Staff turnover

De-motivation

Non-productivity

SIGNS OF CONFLICT BETWEEN INDIVIDUALS

Colleagues not speaking to each other or ignoring each other

Contradicting and bad-mouthing one another

Deliberately undermining or not co-operating with each other, to the downfall of the
team

CONFLICT MANAGEMENT

The optimal goal in resolving conflict is creating a win- win solution for all involved. This
outcome is not possible in every situation, and often the manager‘s goal is to manage the
conflict in a way that lessens the perceptual differences that exist between the involved
parties. A leader recognizes which conflict management strategy is most appropriate for each
situation. The choice of most appropriate strategy depends on many variables, such as the
situation itself, the urgency of the decision, the power and status of the players, the
importance of the issue, and the maturity of the people involved in the conflict.
 Discipline

Consider Life Stages

Communication

Active Listening

Assertiveness Training

Assessing the Dimensions of the Conflict

Issues in Question

Size of the Stakes

Interdependence of the Parties

Continuity of Interaction

Structure of the Parities

Involvement of Third Parties

PREPARED BY: ANOOP, CHETAN, DEEPAK, LINGARAJ, SARATH CHANDRAN,

MITHUN

PADMASHREE INSTITUTE OF NURSING. M.Sc. Nursing II years (2009-2011 batch)

Discipline: In using discipline to manage or prevent conflict, the nurse manager must know
and understand the organization‘s rules and regulations on discipline. If they are not clear, the
nurse manager should seek help to clarify them. The following rules will help in managing
discipline:

Discipline should be progressive.

The punishment should fit the offense, be reasonable, and increase in severity for
violation of the same rule.

Assistance should be offered to resolve on-the-job problems.

Tact should be used in administering discipline.

The best approach for each employee should be determined. Managers should be
consistent and should not show favoritism.

The individual should be confronted and not the group. Disciplining a group for a
member‘s violation of rules and regulations makes the other members angry and defensive,
increasing conflict.

Discipline should be clear and specific.

It should be objective, sticking to facts.

It should be firm, sticking to the decision.

Discipline produces varied reactions. If emotions are running too high, a second
meeting should be scheduled.

The nurse manager performing the discipline should consult with the supervisor. One
should expect to be overruled sometimes. Knowing the boundaries of authority and the
supervisor will avoid most overrules.
 A nurse manager should build respect, trust, and confidence in his or her ability to
handle discipline.

Consider Life Stages: Most organizations will have nurses at all life stages in their employ.
Conflict can be managed by supporting individual nurses in attaining goals that pertain to
their life stages. Three developmental stages are as follow.‖

In general, in the young adult stage, nurses are establishing careers. Nurses at this
stage may be pursuing knowledge, skills, and upward mobility. Conflict may be prevented or
managed by facilitating career advancement.

In general, during middle age, nurses become reconciled with achievement of their
life goals. These nurses often help develop the careers of younger nurses.

In general, after age 55 years, nurses think in terms of completing their work and
retiring. Egos and ideals are integrated with accomplishments.

Communication: Communication is an art that is essential to maintaining a therapeutic

environment. It is necessary in accomplishing work and resolving emotional and social
issues.

PREPARED BY: ANOOP, CHETAN, DEEPAK, LINGARAJ, SARATH CHANDRAN,

MITHUN

PADMASHREE INSTITUTE OF NURSING. M.Sc. Nursing II years (2009-2011 batch)

Supervisors prevent conflict with effective communication and should make it a way of life.
To promote communication that prevents conflict, do the following.
 Teach nursing staff members their role in effective communication.

Provide factual information to everyone: be inclusive, not exclusive.

Consider all the aspects of situations: emotions, environmental considerations, and

verbal and nonverbal messages.

Develop these basic skills;

Reality orientation, by direct involvement and acceptance of responsibility in

resolving conflict.

Physical and emotional composure.

Positive expectations that generate positive responses.

Active listening.

Giving and receiving information.

Active Listening: Active or assertive listening is essential to managing conflict. In order to be

sure that their perceptions are correct, nurse managers can paraphrase what the angry or
defiant employee is saying. Paraphrasing clarifies the message for both. Paraphrasing can
help cool off the situation because it gives the employee time and the opportunity to hear the
supervisor‘s perceptions of the emotions expressed.

Active assertive listening is sometimes called stress listening. Powell suggest these
techniques for stress listening.

Do not share anger; it adds to the problem. Remain calm and matter-of-fact.

Respond constructively in both verbal and nonverbal language. Be cheerful but sober.
Maintain eye contact. Prevent interruptions. Bring problems into the open. Make the
employee comfortable. Act serous. Always be courteous and respectful.
 Ask questions and listen to the answers. Determine the reasons for the anger.

Separate fact from opinion, including your own.

Do not respond hastily. Plan a response.

Consider the employee‘s perspective first.

Help the employee find the solution. Ask questions and listen t responses. Do not be
paternalistic.

Assertiveness Training: Assertive nurse, including managers, will stand up for their rights
while recognizing the rights of others. They are straightforward and know that they are
responsible for their thoughts, feelings, and actions. Assertive nurses also know their
strengths and limitations. Rather than attack or defend, assertive nurses assess, collaborate,
support, and

PREPARED BY: ANOOP, CHETAN, DEEPAK, LINGARAJ, SARATH CHANDRAN,

MITHUN

PADMASHREE INSTITUTE OF NURSING. M.Sc. Nursing II years (2009-2011 batch)

remain neutral and nonthreatening. They can accept challenges and prevent conflict by
helping others deal with their own anger.

Assertiveness can be taught through staff development programs. In these programs nurses
are taught to make learned, thoughtful responses and to know when to say no, even to boss.
They learn to hold people to a standard and to know when to accept responsibility rather than
to blame others. When they are dissatisfied, they do something to increase their satisfaction.
Most assertive behaviours can be learned with the use of case studies, role playing, and group
discussion.

When they finish their training, assertive nurses will use positive comments to reinforce
expectations that others do their jobs. They will use praise and consideration to promote
wellness and positive individual behaviour. Nurse Managers learn that direct communication
of support to staff members increases staff job satisfaction.

Assertive nurses focus on data and issues when offering constructive cretinism to the boss or
constructive feedback to the staff, which encourages dialogue and produces solutions to
problems rather than conflict. They ask for assistance or delay when it needed.

People generally respond positively to assertion and negatively to aggression; however, some
people respond negatively to assertion.

Assessing the dimensions of the conflict

Greenhalgh has developed a system for assessing the dimensions of conflict. His view is that
conflict may be considered to be managed when it does not interfere with ongoing functional
relationships. Participants in a conflict have to be persuaded to rethink their views. A third
party must understand the situation empathetically from the participants‘ view points. The
conflict may be the result of a deeply rooted antagonistic relationship.

Greenhalgh‘s Conflict Diagnostic Model has seven dimensions, each with a continuum from
―difficult to resolve‖ to ―easy to resolve.‖ Once the dimensions of the conflict have been
assessed, those should be shifted to the easy-to-resolve domain.

The issue in question

It has already been stated that values, beliefs, and goals are difficult issues to bring to a
reasonable compromise. Principles fall into the same category, since they involve integrity
and ethical imperatives. The third party must persuade the conflicting parties to acknowledge
each other‘s legitimate point of view. How can principles be maintained and the organization
and employees be saved?
 The size of the stakes

The size of the stakes can make conflict hard to manage. If change threatens somebody‘s job
or income, the stakes are high. The third party must try to keep egos from being hunt,
postponing action if necessary. What will the parties settle for? Precedents create potential for
future conflicts: If I give in now, what will I have to give up in the future?

PREPARED BY: ANOOP, CHETAN, DEEPAK, LINGARAJ, SARATH CHANDRAN,

MITHUN

PADMASHREE INSTITUTE OF NURSING. M.Sc. Nursing II years (2009-2011 batch)

Interdependence of the parities

People must view resources in terms of interdependence. If one group sees no benefits from
the distribution of resources, they will be antagonistic. A positive-sum interdependence of
mutual gain is needed.

Continuity of interaction

Long-term relationships reduce conflict. Managers should opt for continuous, not episodic,
interaction.

Structure of the parties

Strong leaders who unify constituents to accept and implement agreements reduce conflict.

When informal coalitions occur, involve their representatives to find and implement
agreements.
 Involvement of third parties

Conflicts are difficult to resolve when participants are highly emotional and resort to
distorting nonrational arguments, unreasonable stances, impaired communication, or personal
attacks. Such conflicts can be solved with a prestigious, powerful, trusted, and neutral third
mediator, or arbitrator. The inside manager who acts as judge or arbitrator polarizes; inviting
a third party makes it public. Third parties have to be involved when the nurse manager, as
party to a conflict, cannot resolve it.

Viewpoint Continuum

Difficult to Resolve Easy to Resolve

Dimension

Issue in question Matter of principle Divisible issue

Size of stakes large Small
Interdependence of the Zero sum Positive sum
parties
Continuity of interaction Single transaction Long-term relationship

Structure of the parties Amorphous or fractionalized, Cohesive, with strong

with weak leadership leadership

No neutral third party
Involvement of third parties available Trusted, powerful,

Perceived progress of the Unbalanced: One party prestigious, and neutral

feeling the more harmed
conflict Parties having done equal

harm to each other

PREPARED BY: ANOOP, CHETAN, DEEPAK, LINGARAJ, SARATH CHANDRAN,
MITHUN

PADMASHREE INSTITUTE OF NURSING. M.Sc. Nursing II years (2009-2011 batch)

TECHNIQUES OR SKILLS FOR MANAGING CONFLICT

Aims: The manager should work on a compromise to stimulate the interaction and
involvement of the parties, another aim of conflict management. Other aims include better
decisions and commitment to decisions that have been made.

Strategies:

There are 5 strategies from conflict management theory for managing stressful situation.

Avoidance

Accommodation

Competition

Compromise

Collaboration

Avoidance/Avoiding (no winners/no losers):

This isn't the right time or place to address this issue. In the avoiding approach, the parties
involved are aware of a conflict but choose not to acknowledge it or attempt to resolve it.
Avoidance may be indicated in trivial disagreements, when the cost of dealing with the
conflict exceeds the benefits of solving it, when the problem should be solved by people other
than you, when one party is more powerful than the other, or when the problem will solve
itself. The great problem in using avoidance is that the conflict remains, often only to re-
emerge at a later time in an even more exaggerated fashion.

Accommodation/Accommodating (lose/win):

Working toward a common purpose is more important than any of the peripheral concerns;
the trauma of confronting differences may damage fragile relationships.

Cooperating is the opposite of competing. In the cooperating approach, one party sacrifices
his or her beliefs and allows the other party to win. The actual problem is usually not solved
in this win-lose situation. Accommodating is another term that may be used for this strategy.
The person cooperating or accommodating often collects IOUs from the other party that can
be used at a later date. Cooperating and accommodating are appropriate political strategies if
the item in conflict is not of high value to the person doing the accommodating.

Competition/Competing (win/lose):

Associates "winning" a conflict with competition.

The competing approach is used when one party pursues what it wants at the expense of the
others. Because only one party wins, the competing party seeks to win regardless of the cost
to others. Win-lose conflict resolution strategies leave the loser angry, frustrated, and wanting
to get even in the future.

PREPARED BY: ANOOP, CHETAN, DEEPAK, LINGARAJ, SARATH CHANDRAN,

MITHUN
PADMASHREE INSTITUTE OF NURSING. M.Sc. Nursing II years (2009-2011 batch)

Compromise/Compromising (win some/lose some):

Winning something while losing a little is OK. In compromising, each party gives up
something it wants for compromising not to result in a lose-lose situation, both parties must
be willing to give up something of equal value. It is important that parties in conflict do not
adopt compromise prematurely if collaboration is both possible and feasible.

Collaboration/Collaborating (win/win): Teamwork and cooperation help everyone achieve

their goals while also maintaining relationships.

Collaborating is an assertive and cooperative means of conflict resolution that results in a

win-win solution. In collaboration, all parties set aside their original goals and work together
to establish a supraordinate or priority common goal. In doing so, all parties accept mutual
responsibility for reaching the supraordinate goal. Although it is very difficult for people
truly to set aside original goals, collaborating cannot occur if this doesn‘t happen.

For example, a nurse who is unhappy that she did not receive requested days off might meet
with her superior and jointly establish the supraordinate goal that staffing will be adequate to
meet the patient safety criteria. If the new goal is truly a jointly set goal, each party will
perceive that an important goal has been achieved and that the supraordinate goal is most
important. In doing so, the focus remains on problem solving and not on defeating the other
party.

MANAGE AND RESOLVE CONFLICT SITUATIONS

Collective bargaining

Especially in workplace situations, it is necessary to have agreed mechanisms in place for

groups of people who may be antagonistic (e.g. management and workers) to collectively
discuss and resolve issues. This process is often called "collective bargaining", because
representatives of each group come together with a mandate to work out a solution
collectively.

Conciliation

he dictionary defines conciliation as "the act of procuring good will or inducing a friendly
feeling". It is the synonymous terms that refer to the activity of a third party to help
disputants reach an agreement.

Negotiation:

This is the process where mandated representatives of groups in a conflict situation meet
together in order to resolve their differences and to reach agreement. It is a deliberate process,
conducted by representatives of groups, designed to reconcile differences and to reach
agreements by consensus. The outcome is often dependent on the power relationship between
the groups.

PREPARED BY: ANOOP, CHETAN, DEEPAK, LINGARAJ, SARATH CHANDRAN,

MITHUN

PADMASHREE INSTITUTE OF NURSING. M.Sc. Nursing II years (2009-2011 batch)

Mediation:

When negotiations fail or get stuck, parties often call in and independent mediator. This
person or group will try to facilitate settlement of the conflict. The mediator plays an active
part in the process, advises both or all groups, acts as intermediary and suggests possible
solution.

Arbitration:

Means the appointment of an independent person to act as an adjudicator (or judge) in a

dispute, to decide on the terms of a settlement. Both parties in a conflict have to agree about
who the arbitrator should be, and that the decision of the arbitrator will be binding on them
all.