2020

CONFLICT MANAGEMENT
IN NURSING LEADERSHIP
 CONFLICT

The dissension that occurs when two or more

individuals with different values, interests, goals, or
needs view things from dissimilar perspectives.
UNDERSTANDING
CONFLICT, NEGOTIATION

Conferring with another so as to arrive at the

NEGOTIATION, & settlement of some matter (Merriam-Webster On-
MEDIATION line Dictionary, 2008)

MEDIATION

The process of intervention between conflicting parties to

promote reconciliation, settlement, or compromise (Merriam-
Webster On-line Dictionary, 2008)
TYPES OF CONFLICT

1. Intrapersonal conflict
2. Interpersonal conflict
3. Organizational conflict
Ø Organizational structure
Ø Role ambiguity and role conflict
Ø Scarcity of resources

01
 TYPES AND CAUSES OF CONFLICT

Intrapersonal Interpersonal Organizational

v Within oneself v Occurs when Structure
v Occurs when Between two or a. Between two or
more groups
person has to more individuals Ø Ex: Hospital
choose between v there are differing nurses in conflict
two mutually values, goals, actions, with central
exclusive or perceptions purchasing if
supplies are
alternatives v Ex: Nurse questions defective or do
v EX: SICK CHILD Dr. order and the not meet nurse’s
AND WORK physician insists that needs
it is correct
TYPES AND CAUSES OF CONFLICT

b. Caused by style of
management, rules,
policies and procedures,
and communication or
lack of Scarcity of
resources: “conflict of
interest "can be staff,
supplies, etc

Advance . . .
 CONFLICT SITUATIONS SPECIFIC TO NURSING
1. Between members
Where of health care team
2. With Patient/
Family
does
conflict
occur ??

3. Multigenerational 4. Other-related
among nurses- 4 different to values and
generations beliefs
 IMPACT OF CONFLICT
Constructive: conflict is focused so
direct action can be taken
Destructive: issues are broad
allowing conflict to escalate; can be
mistrust, miscommunication,
misperceptions
POSITIVE ASPECTS OF CONFLICT

2. Helps with
understanding of
others jobs and
1. Conflict is impetus responsibilities
for change

4. Energizing 5. Unifying
3. Facilitator for
communication
 OUTCOMES OF CONFLICT
Win-Lose:
Win-Win
q Usually power is a factor
q Competing will usually result  1.This is most desirable
in this results when issue put                                                            
to a vote  2. Both parties achieve all or most 
of their goals
Lose-Lose:                                                         
  3. Problem solving and 
q There are no winners collaborating results in this
q Usually smoothing or
avoidance results in this
 PERSONAL STYLES OF DEALING WITH CONFLICT
1. There is more to be
lost by addressing the
conflict
4. When the
Avoiding or problem is not yours
Withdrawing or there is nothing
you can do about it
Person chooses
2. There is no time not to address
to gather adequate conflict,
data Use this when:

5. When the
situation will take
3. When the problem is only a care of itself if you
symptom of a larger problem wait it out
 Accommodating Compromising or
or Smoothing Negotiating

1. Everything will be OK         
2. Have a strong need to be  Person uses a give and take 
liked                     approac
3. Sacrifice personal goals and Results in a win-lose 
values Helps to identify a 
4. Person seeks to eliminate common goal
anger/negative feelings
without addressing issue itself. Use when:
The goals of both sides 
Use this when: seem incompatible
Ø The conflict and anger are There are time 
disrupting the work setting or constraints
interfering with patient care Earlier discussions 
Ø Need another approach to have stalled 
solve conflict at another time
PROBLEM SOLVING OR COLLABORATION
Most difficult method to achieve
Persons involved in conflict work
together to achieve common goals,
win-win situation
More time consuming
Listen and try to understand other
person’s viewpoint
Usually considered best approach to
conflict
CONFLICT AND GROUPS EFFECT
1. Win: increases cohesiveness
2. Loss: increased internal conflict, denial, lowers morale
3. Consensus:
May provide greater harmony than majority rule, but
more time consuming
Eliminates “we-they” group positioning
4. Integrative decision making
Focus on means for resolving the issue rather than on
the outcomes.
Works in instances where needs/desires are opposed
 INTEGRATIVE DECISION MAKING

1. Spend time identifying needs and values

2. Search all possible alternatives
3. Select the one that works best

*This method brings attention to the problem

rather than to the person involved
 NEGOTIATING ROLE
Planning Implementing plan

1. Gather data! 1. Use assertive

2. Have a clear view of communication skills
own position before 2. Listen carefully
starting 3. Summarize at end of
3. Consider one issue at negotiation to
a time eliminate any
misunderstandings
 NEGOTIATING ROLE
1. Negotiating when the sides are not even
Recognize unequal situations
Dominance power
Increase your self-awareness
Be honest
Listen closely to what others are saying
Be kind and considerate of other
2. Know what you are willing to accept in the process
3. Be creative
4. Recognize your limitations
5. Stay with the process
 MEDIATING CONFLICT

1. Assess the conflict

2. Analyze the information
3. Plan the process- review and adjust own
attitudes
4. Implement planned strategy for mediation
Ø Arrange meeting of all parties
Ø Encourage expression of all viewpoints

Ø Look at all solution alternatives

Ø Narrow action choices down

Ø Plan implementation of decision

5. Evaluate outcome of mediation

 MEDIATION
Qualities that Stumbling blocks to
facilitate mediation effective mediation

1. Trust 1. Need to control

2. Clear
2. Need to be right
Communication
3. Willingness of 3. Need of participants
parties to negotiate to keep fighting
4. Need for vindication
COLLECTIVE BARGAINING & NURSING
1. Negotiation of:
Salaries
Benefits
Work loads
Overtime
Protection for those who report
unsafe practices
Governance structure
Grievance processes
2. Result is a legally enforceable
contract
2020