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Conflict: the Cutting Edge of Change

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Kristen Daniels

on 17 October 2012

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Transcript of Conflict: the Cutting Edge of Change

Intrapersonal Conflict Within a person:
personal decisions
considering confrontation
weighing options involved in change in the workplace Conflict: The Cutting Edge of Change Frustration Conceptualization Action Outcomes She is non-
compliant and
uncooperative! I'm afraid! she shouldn't have
an attitude with
the manager! I am so tired of
rehashing the same
material - I'm
zoning out! Conflict - disagreement in values or beliefs within oneself or between people that causes harm or has the potential to cause harm complete resolution of conflict undesirable
conflict growth, creativity & change Organizational Conflict Within an institution:
policies & procedures
hierarchical structure
staffing patterns
balancing patient care with institutional initiatives
nurse autonomy & image of nursing Interpersonal Conflict Between people:
differences of opinion
manager solving staff problems WORK THROUGH
CONFLICT Behavioral Response to a Conflict
Collaborating Modes of Conflict
Resolution unassertive
only postpones conflict
sometimes necessary to delay action this and avoiding most often used by nurses
neglecting your own needs, goals & concerns to satisfy those of others
can lead to resentment people pursue their own goals at the expense of others
competitors react to conflict defensively or aggressively, resort to cutting remarks, gossip, & hurtful innuendo
can generate ill will & favor a win-lose stance requires maturity & confidence
involves assertiveness & cooperation
supports a balance of power takes time
assertive & cooperative
i.d. shared goals
decision making is a shared process Behavioral Response to Conflict Quality of
decisions tangible & intangible consequences of actions
could be positive or negative
assess the degree of conflict resolution Quality of
relationships how creative are resulting plans?
how practical & realistic are they?
how well have goals been achieved?
are there surprising results? how much understanding has been created?
how willing are people to work together?
how much mutual respect, empathy, concern, and cooperation has been generated? Job of the leader Conflict that is not effectively managed may lead to reduced employee morale and turnover. It can even threaten the quality and safety of health care. determined by preference (personality)
determined by situation This is why The Joint Commission has Leadership standard (LD.03.01.01)* that addresses disruptive &inappropriate behaviors
The hospital/organization has a code of conduct that defines acceptable, disruptive and inappropriate behaviors.
Leaders create and implement a process for managing disruptive and inappropriate behaviors. Protect each person’s self respect by focusing on the issue(s), and not the personality of the party involved.
Don't blame the participants for the problem
Foster active listening
Bring opposing parties through 4 stages of conflict resolution
Follow up on the progress of the conflict resolution Behaviors that Undermine a Culture of Safety. (2008). Retrieved October 16,
2012, from www.jointcommission.org/assets/1/18/SEA_40.PDF
Healthcare Conflict Management. (2009). Retrieved October 16, 2012, from
Hiemer, Antonie. (n.d.). Conflict Resolution - Tools for Nursing. RN Journal,
Retrieved from www.rnjournal.com/journal_of_nursing/conflict-resolution-
Thomas-Kilmann Conflict Mode Instrument. (2012). Retrieved October 16,
2012, from www.kilmanndiagnostics.com/catalog/thomas-kilmann-conflict-
Yoder-Wise, Patricia S. Leading and Managing in Nursing. St. Louis, Missouri:
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