By

Joylin Cardoza
2nd year MSc Nsg

C O N FLIC T M A N A G EM EN T

D efi
nition
Conflict is generally defined as the internal

or external discord that results from

differences in ideas, values, or feelings
between two or more people
Marquis
Conflict is a clash between hostile or

opposing parties
Basavanthappa

 Conflict is defined as, an expressed struggle

between at least two interdependent parties,

who perceive incompatible goals, scare
rewards, interference from the other party in
achieving their goals. They are in a position of
opposition in conjunction with cooperation.

Carol J Huston

H istory ofconfl
ict m anagem ent
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

 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.

 The interactionist theorist of the 70

s recognized conflict as an absolute

necessity and actively encouraged
organizations to promote conflict as
an means of producing growth.

TYP ES O F C O N FLIC T
INTRAPERSONAL CONFLICT:
Intrapersonal conflict occurs within

the person
It involves an internal struggle to
clarify contradictory values or wants.

 INTERPERSONAL CONFLICT:
Interpersonal conflict happens

between two or more people with

differing values, goals, and beliefs.

 INTERGROUP CONFLICT:
Intergroup conflict occurs between

two or more groups of people,

departments ,or organizations.

SO U R C ES O F C O N FLIC T
Incompatible goals.
Distribution of scarce resources when

individuals have high expectations of

rewards.

 Personality traits, attitudes, and

behaviors.
Interest in outcomes.
Values.
Roles
Task

The factors af e
fcting the
sources of conf i
lct are
1.Informational factors
2.Perceptual factors
3.Role factors

C O N FLIC T P R O C ESS:
Latent conflict

Felt
conflict

Perceived
conflict
Manifest
conflict
Conflict
resolution

Conflict
aftermath

N U R SES A N D CO N FLICT:

Nurses and the hospital as employer

Nurses and physicians
Nurses and lawyers

 Nurses and patient

Nurses and families
Nurses and government
Nurses and those in other disciplines

 Stress
Space
Physician authority
Gender
Beliefs, values and goals

CO N FLICT M A N A G EM EN T:

There are some techniques for

conflict management
DISCIPLINE:

 CONSIDER LIFE CHANGES

 COMMUNICATION:

 ACTIVE LISTENING:
Powell suggests some

techniques:
1.Do not share anger,it

adds to the problem

 2.respond constructively in both verbal and

nonverbal manner.Be cheerful and sober

Asks questions and listen to

answers,determine the reason for the anger

Separate fact from opinion,including your

own
Do not respond hastily
Consider the employees perspective first

STR ATEG IES O R SK ILLS FO R M A N A G IN G

CO N FLICT

Avoidance

 Accommodation,cooperating,sm

oothing

 Competition

 Compromise

 Collaboration

M anaging unit conf i

lct
Urging confrontation
Third party consultation
Behaviour change

CO N TD .
Responsibility charting

Structure change

Soothing one party

N EG O TIATIO N .

Definition

Negotiation is a problem-solving
process in which two or more people
voluntarily discuss their differences
and attempt to reach a joint decision
on their common concerns

B asic com ponents of negotiation

Preparation- Prepare for negotiation if

you
want to solve conflict.

Objectivity- Assess your strengths

weakness and goal .

 Strategy- Plan a realistic course of

action based on sound preparation

and objective appraisal resources.

Technique-Combine a wide range of

skills draw on experience and self

discipline.

STA G ES O F N EG O TIATIO N

Stage 1:

Evaluate and Select a

Strategy to Guide Problem Solving

Stage 2: Make Contact with Other

Party or Parties
Stage 3: Collect and Analyze

Background Information

 Stage 4: Design a Detailed Plan

for Negotiation

Stage 5: Build Trust and

Cooperation

Stage 6: Beginning the

Negotiation Session

 Stage 7: Define Issues and Set

an Agenda

Stage 8: Uncover Hidden

Interests
Stage 9: Generate Options for

Settlement

 Stage 10: Assess Options for

Settlement
Stage 11: Final Bargaining
Stage 12: Achieving Formal

Settlement

CO N D ITIO N S FO R N EG O TIATIO N

Identifiable parties who are

willing to participate
Interdependence
Readiness to negotiate

 Means of influence or leverage

Agreement on some issues and

interests
Will to settle

 Unpredictability of outcome

A sense of urgency and deadline

No major psychological barriers

to settlement

 Issues must be negotiable

The people must have the

authority to decide

The agreement must be

reasonable and implementable.

 External factors favorable to

settlement.
Resources to negotiate.

CO N SEN SU S

Definition
Consensus is defined 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.

MerriamWebster

C onsensus P rocess
Discussion of the item
Formation of a proposal
Call for consensus
Identification and addressing of

concerns
Modification of the proposal

R ole of nurse m anagers in confl

ict m anagem ent

1.Intentionally build relationships with

all subordinates

2.Get regular, written status reports

and include:
a. Accomplishments.
b. Currents issues and needs from
management.
c. Plans for the upcoming period

3.Conduct basic training about:

a. Interpersonal communications.
b. Conflict management

c.

Delegation

4.Develop procedures for routine tasks and

include the employees' input.
a. Have employees write procedures when

possible and appropriate.

b. Get employees' review of the

procedures.
c. Distribute the procedures.
d. Train employees about the procedures

 5.Regularly hold management

meetings, for example, every month,

to communicate new
initiatives
and status of current programs.
6.Create an environment that

minimizes the sources of conflicts

7.Recognizes and accepts individual

differences of staff.

References

Ann Mariner, Guide to Nursing Management, 4 th

edition, Mosby publishing,1998,

Pp 308-330.
Arnold et al, Interpersonal relationshipsProfessional Communication, skills for nurses 4rth
edition, Saunders Publication,2003, Pp-365 386.
Basavanthappa .B.T, Nursing Administration,2nd
edition, Jaypee Brothers Medical Publishers(P) Ltd,
2005,Pp-349 352.
Cohen et al, Nursing Care Management- from
concept to evaluation, 2nd edition, Mosby
Publication, 2007, Pp-328 332

 Elizabeth Arnold, Underman Boggs

Interpersonal relationship, 3rd edition,

W.B. Saunders, 1999, Pp:350-353.
Kumari Nilam, A textbook of
Management of Nursing service and
Education,3rd edition, Pee Vee
Publication,2011,Pp:93-94, 106.
Markenzie et al, Ward Management in
Practice, Churchill Livingstone, 1998
Pp-103 106,

 Marquis et al, Leadership Roles and

Management Functions in Nursing- Theory and

application, 3rd edition, 2000 ,Pp-340 390
Morgan et al, Introduction to psychology, 7th
edition , Tata McGraw Hill Education Private
Limited ,NewDelhi, 2009, Pp-300 303
Swansburg. C. Russell, Swansburg J. Richard,
Introduction to management and leadership
for nurse managers, 3rd edition ,Jones and
Barlett publishers ,2002, edition 3rd , Pp:6870.