Chapter 21 - Conflict, Workplace Violence, and Negotiation LOOK AT HIGHLIGHTS IN BOOK
´Scarce resources ´Restructuring ´Poorly defined role expectations ´Communication problems ´Organizational structure ´Individual behavior
Common Sources of Organizational Conflict
Compromising Competing Cooperating/accommodating Smoothing Avoiding Collaborating
Common conflict resolution strategies:
_______________ conflict occurs within an individual on a decision making process. An example would be a leader who has multiple areas of responsibiity and he or she is trying to balance and make the correct decision for all parties involved which include the organization, subordinates and the patients.
Intrapersonal
_________________ conflict occurs within the person. It involves an internal struggle to clarify contradictory values or wants.
Intrapersonal
´Factual statements ´Issues... Not personalities ´Be honest ´Delay when unforeseen information is presented ´Know the bottom line Use factual statements; listen and keep an open mind. Discuss issues and not personalities.Be honest; start tough. Delay when confronted with something totally unexpected. Never tell the other party you are willing to negotiate totally. Know the bottom line but try not to use it; take breaks if either party becomes angry or tired.
Negotiating strategies
_________________ is defined by Townsend (2012) as repeated, offensive, abusive, intimidating, or insulting behaviors; abuse of power; or unfair sanctions that make recipients feel humiliated, vulnerable, or threatened, thus creating stress and undermining their self-confidence.
Bullying
Common conflict resolution strategies: _________________: An assertive and cooperative means of conflict resolution whereby all parties set aside their original goals and work together to establish a supraordinate or common priority goal
COLLABORATING
Common conflict resolution strategies: ____________________: One party pursues what it wants, regardless of the cost to others.
COMPETING
Common conflict resolution strategies: ___________________: One party sacrifices his or her beliefs and wants to allow the other party to win
COOPERATING/ACCOMMODATING
Common conflict resolution strategies: ________________ is an assertive and cooperative means of conflict resolution that results in a win-win solution. 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.
Collaborating
Poor communication Inadequately defined organizational structure Individual behavior (incompatibilities or disagreements based on differences of temperament or attitudes) Unclear expectations Individual or group conflicts of interest Operational or staffing changes Diversity in gender, culture, or age
Common Causes of Organizational Conflict
______________ is also created when there are differences in economic and professional values and when there is competition among professionals.
Conflict
_______________ is generally defined as the internal or external discord that results from differences in ideas, values, or feelings between two or more people.
Conflict
Win-Win—optimal goal in conflict resolution Win-Lose Lose-Lose
Conflict Resolution Outcomes
Common conflict resolution strategies: ________________ is the opposite of competing. In the cooperating approach, one party sacrifices his or her beliefs and allows the other party to win.
Cooperating
In the __________________, 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 dissatisfaction was met swiftly with disapproval.
Early 20th century
________________ conflict is negative emotions such as resentment, hostility or anger manifest. A person can feel the conflict without understanding the reasoning behind the conflict.
Felt /affective
Focus on the causes of the disagreement and not on personalities. Try to arrive at solutions acceptable to everyone concerned. Get all the information possible. Differentiate between facts and opinions. Listen carefully and do not prejudge. Do not belabor how the conflict occurred. Instead, concentrate on what should be done to keep it from recurring. Concentrate on understanding and not on agreement.
Helpful Tips in Conflict Resolution #1
- conflict should be neither avoided nor encouraged but managed - conflict may be used as a conduit for growth, innovation, and productivity - When organizational conflict becomes dysfunctional, the manager must recognize it in its early stages and actively intervene so that subordinates' motivation and organizational productivity are not adversely affected.
How should managers view/manage conflict?
term used to describe mistreatment or discourtesy to another person. It occurs on a continuum from disruptive behaviors such as eye-rolling and other nonverbal behaviors and sarcastic comments to threatening behaviors, such as intimidation and physical violence.
Incivility
_____________ conflict occurs between two or more groups of people, departments, and organizations
Intergroup
______________ conflict occurs between 2 or more groups or departments with differing views. Ex. Cath Lab and the ER
Intergroup
______________ conflict happens between two or more people with differing values, goals, and beliefs and may be closely linked with bullying, incivility, and mobbing.
Interpersonal
___________________ conflict occurs between 2 or more people with differing values goals and beliefs
Interpersonal
1. Is self-aware and conscientiously works to resolve intrapersonal conflict 2. Addresses conflict as soon as it is perceived and before it becomes felt or manifest 3. Immediately confronts and intervenes when incivility, bullying, and mobbing occur 4. Seeks a win-win solution to conflict whenever feasible 5. Lessens the perceptual differences that exist between conflicting parties and broadens the parties' understanding about the problems 6. Assists subordinates in identifying alternative conflict resolutions 7. Recognizes and accepts individual differences in team members 8. Uses assertive communication skills to increase persuasiveness and foster open communication 9. Role models honest and collaborative negotiation efforts 10. Encourages consensus building when group support is needed to resolve conflicts
LEADERSHIP ROLES IN CONFLICT RESOLUTION
_____________________, which uses a neutral third party, is a confidential, legally nonbinding process designed to help bring the parties together to devise a solution to the conflict. The mediator does not take sides and has no vested interest in the outcome. Instead, the mediator asks questions to clarify the issues at hand ( fact finding), listens to both parties, meets with parties privately as necessary, and helps to identify solutions both parties can live with.
Mediation
1. Creates a work environment that minimizes the antecedent conditions for conflict 2. Uses appropriately legitimate authority in a competing approach when a quick or unpopular decision needs to be made 3. Facilitates conflict resolution among team members when appropriate 4. Accepts mutual responsibility for reaching predetermined supraordinate goals 5. Establishes a workplace culture that has zero tolerance for incivility, bullying, mobbing, and workplace violence 6. Obtains needed unit resources through effective negotiation strategies 7. Compromises unit needs only when the need is not critical to unit functioning and when higher management gives up something of equal value 8. Is adequately prepared to negotiate for unit resources, including the advance determination of a bottom line and possible trade-offs 9. Addresses the need for closure and follow-up to negotiation 10. Pursues alternative dispute resolution when conflicts cannot be resolved using traditional conflict management strategies
Mgmt functions in conflict resolution
_________________ conflict- the individual recognizes there is an issue and mentally process the information. It is important in this stage that the issue be discussed and resolved before escalating
Perceived
Common conflict resolution strategies: __________________: An individual attempts to reduce the emotional component of the conflict
SMOOTHING
Common conflict resolution strategies: _________________ is used to manage a conflict situation and occurs when one party in a conflict attempts to pacify the other party or to focus on agreements rather than differences. In doing so, the emotional component of the conflict is minimized.
Smoothing
1. Latent conflict 2. Perceived conflict 3. Felt conflict 4. Manifest conflict (overt conflict) 5. Conflict aftermath
Stages of Conflict
_______________ are secondary gains, often future-oriented, that may be realized as a result of conflict.
Trade-offs
________________ are secondary gains, often future oriented, that may be realized as a result of conflict. For example, while attending college, a parent may feel intrapersonal conflict because he or she is unable to spend as much time as desired with his or her children. The parent is able to compromise by considering the trade-off: eventually, everyone's life will be better because of the present sacrifices. The wise manager will consider trading something today for something tomorrow as a means to reach satisfactory negotiations.
Trade-offs
T/F Conflict aftermath, which will always exist can either be positive, if managed well or negative
True
´Latent conflict ´Perceived conflict ´Felt conflict ´Manifest conflict (overt conflict) ´Conflict resolution or conflict management ´Conflict aftermath
What are the stages of conflict?
There are times, however, when mediators are unable to help conflicted parties come to agreement. When this occurs, formal _______________________ may be used. Unlike mediation, which seeks to help conflicted parties come together to reach a decision themselves, this is a binding conflict resolution process in which the facts of the case are heard by an individual who makes a final decision for the parties in conflict.
arbitration
Early 20th century perspective/management of conflict?
avoidance punitive management
Common conflict resolution strategies: In the ______________ approach, the parties involved are aware of a conflict but choose not to acknowledge it or attempt to resolve it.
avoiding
For instance, you have requested four full-time RN positions and one full-time clerical position. You could get by with three full-time RNs and one part-time clerk. However, you believe strongly that you cannot continue to provide safe patient care unless you are given two RNs and a part-time clerk—your _________________.
bottom line
It is almost impossible in any type of negotiation to escalate demands; therefore, the negotiator must start at an extreme but reasonable point. It also must be decided beforehand how much can be compromised and what is an acceptable _______________ (or the least acceptable resolution).
bottom line
The very least for which a person will settle is often referred to as the _________________.
bottom line
All organizations should have ___________ in place with zero tolerance as the expectation.
bullying policies
Negotiation is psychological and verbal. The effective negotiator always looks ___________ and _____________
calm and self-assured
Which common conflict resolution strategy results in a win-win?
collaborating
_________________ enhances a person's participation in decision making to accomplish mutual goals and therefore is the best method to resolve conflict to achieve long-term benefits. Because it may involve others over whom the manager has no control and because its process is often lengthy, it may not be the best approach for all situations.
collaboration
common conflict resolution strategies: 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.
collaboration
Common conflict resolution strategies: The _______________ approach is used when one party pursues what it wants at the expense of the others. Because only one party typically wins, the competing party seeks to win regardless of the cost to others
competing
Common conflict resolution strategies: In ________________, each party gives up something it wants.
compromising
Currently, _________ is viewed as neither good nor bad because it can produce growth or be destructive, depending on how it is managed.
conflict
Some level of __________ in an organization appears desirable, although the optimum level for a specific person or unit at a given time is difficult to determine.
conflict
______________: Differences in ideas, values, or beliefs ´Political ´Professional ´Economic
conflict
stages of conflict: The final stage in the conflict process is _________________. This always occurs —positive or negative. If the conflict is managed well, people involved in the conflict will believe that their 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
conflict aftermath
´Ambiguous or inappropriate questioning ´Gestures of helplessness ´Intimidation ´Manipulation ´Ridicule ´Flattery ´Aggression
destructive negotiation
In the ___________________, conflict was viewed as an indication of poor organizational management. Conflict was avoided at all cost and if encountered it was managed harshly. Employees were taught one right way to do things.
early 20th century
Mediation, which uses a neutral third party, is a confidential, legally nonbinding process designed to help bring the parties together to devise a solution to the conflict. The mediator does not take sides and has no vested interest in the outcome. Instead, the mediator asks questions to clarify the issues at hand (__________________), listens to both parties, meets with parties privately as necessary, and helps to identify solutions both parties can live with.
fact finding
T/F if a manager is accused of having a hidden agenda, they should deny it
false If the manager's hidden agenda is discovered, he or she should admit that it is a consideration but not the heart of the negotiation. Managers who protest too strongly that they do not have a hidden agenda appear defensive and vulnerable.
stages of conflict The third stage, ________________, occurs when the conflict is emotionalized.
felt conflict
For example, new managers may set up a meeting with their superior with the established agenda of discussing the lack of supplies on the unit. However, the hidden agenda may be that the manager feels insecure and is really seeking performance feedback during the discussion example of?
hidden agenda
The manager also must look for and acknowledge ___________________—the covert intention of the negotiation.
hidden agendas
What are the three categories of conflict?
intrapersonal interpersonal intergroup
stages of conflict The first stage in the conflict process, ________________, 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.
latent conflict
Both felt and perceived conflict can lead to
manifest conflict
stages of conflict In the fourth stage, ____________________, action is taken. The action may be to withdraw, compete, debate, or seek conflict resolution.
manifest conflict or overt conflict
In the _________________, organizations begin to recognize the benefit of employee satisfaction and the value of employee feedback. Conflict was considered normal and managed passively . Leaders were left to manage the appropriate level of conflict
mid 20th century
In the ____________, when organizations recognized that worker satisfaction and feedback were important, conflict was accepted passively and perceived as normal and expected. Attention centered on teaching managers how to resolve conflict rather than how to prevent it.
mid-20th century
In ___________, employees "gang up" on an individual.
mobbing
During ________________, each party gives up something, and the emphasis is on accommodating differences between the parties.
negotiation
´End on a friendly note ´Restate the final decision ´Hide astonishment at your success ´Make the other party feel that he/she also won ´Follow up with a memo
negotiation closure
Another option for individuals experiencing conflict may be guidance from ________________________. These generally hold an official title as such within an organization. Their function is to investigate grievances filed by one party against another and to ensure that individuals involved in conflicts understand their rights as well as the process that should be used to report and resolve the conflict.
ombudsperson
stages of conflict If the conflict progresses, it may develop into the second stage: _________________. 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.
perceived conflict
stages of conflict 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 (e.g., no emotion is attached to the conflict, and the person views it only as a problem to be solved) = ___________________ A person also can feel the conflict but not perceive the problem (e.g., he or she is unable to identify the cause of the felt conflict) = _____________________
perceived conflict felt conflict
What must someone do before a negotiation
prepare, get all information Be prepared mentally by having done your homework. Determine the incentives of the person you will be negotiating with. Determine your starting point, trade-offs, and bottom line. Look for hidden agendas, both your own and the parties with whom you are negotiating.
Negotiation
process by which interested parties: -Resolve ongoing conflicts. -Agree on steps to take. -Bargain to protect individual or collective interests. -Pursue outcomes that benefit mutual interests. Most nurses use negotiation on a daily basis.
Conflict also has a __________ nature. A person may be totally overwhelmed in one conflict situation yet can handle several simultaneous conflicts later.
qualitative
___________ and ___________ conflicts produce distress at the time they occur, they can lead to growth, energy, and creativity by generating new ideas and solutions. If handled inappropriately, these types of conflicts can lead to demoralization, decreased motivation, and lowered productivity.
qualitative and quantitive
Managers can no longer afford to respond to conflict __________ (i.e., to avoid or suppress conflict) because this is nonproductive.
traditionally
Latent conflict or antecedent or precondition: Examples are short staffing or rapid change. At this stage leaders should:
try to intervene before there is an escalation
When bullying, incivility, and mobbing occur in the workplace, it is known as ___________________
workplace violence
When bullying, incivility, and mobbing occur in the workplace, this is known as ________________. Impacts the physical, emotional, and socioeconomic health of employees and threatens patient safety.
workplace violence
_________________ is abusive conduct that is threatening, humiliating, or intimidating in nature.
´Bullying
Two types of negotiation:
´Compromise ´Accommodation
Three types of Alternative Dispute Resolution
´Mediation - Fact-finding ´Arbitration ´Ombudsperson
Helpful tips in conflict resolution:
´Under the conflict reason ´Adequate solution ´Differentiate between facts and opinions. ´Understanding Focus on the causes of the disagreement and not on personalities. Provide acceptable solutions for everyone concerned. Differentiate between facts and opinions. Concentrate on understanding and not on agreement.
________________- impacts the physical, emotional, and socioeconomic health of employees and threatens patient safety.
´Workplace violence
Mid-20th century perspective/management of conflict
•Employee Satisfaction •Passive Management