Conflict is a struggle or challenge between people with opposing needs, ideas, beliefs, values or goals. Because managers have variety of interpersonal relationships wit people with different values, beliefs, backgrounds, and goals, conflict is an expected outcome Conflict theory has changed dramatically during the last 100years. Currently conflict is viewed as neither good nor bad because it can produce growth or be destructive depending on how to manage it Three categories of conflict intrapersonal, interpersonal, intergroup The 1st stage of conflict process called latent conflict and end with conflict aftermath The optimal goal in conflict resolution strategies is creating win-win solution for ever one involve Common conflict resolution strategies include compromise, competing, accommodation, smoothing, avoiding and collaboration

1. Conflict Management
Jamilah Saad Alqahtani
CNS, MSN,RGN,BSN,OR Specialist
Nursing education

2. Can you imagine a world without conflict? Why?
It would be a world without change!

3. LEARNING
OBJECTIVES:
At the end of this lecture leaner will be
able to …
History Of Conflict Management
Causes Of Conflict
Characteristics
Conflict Structure
Advantage & disadvantage Of Conflict
Effects Conflict
Rules Of Effective Conflict Resolution
Conflict Management Strategies

4. Introduction
….peace is not the absence of
conflict but the presence of
creative alternative for
responding to conflict-
alternatives to passive or
aggressive responses,
alternatives to violence.
(Dorothy Thompson)

5. Definition
Conflict is a struggle or challenge
between people with opposing
needs, ideas, beliefs, values or goals.

6. Conflict
Management
is the process of limiting the
negative aspects
of conflict while increasing
the positive one’s.
The aim to
enhance learning and group
outcomes, including
effectiveness or
performance in an
organizational setting
Definition

7. History of Conflict Management
• Early 20th century, conflict was considered to be an indication of poor
organizational management, destructive & avoided at all costs.
• The theorists of this era believed conflict could be avoided if employee
were taught the right way to do things and if expressed employee
dissatisfaction was disapproval.
• In the mid-20th century organizations recognized worker satisfaction
&feedback were important &accepted passively.so teaching focus on
how to solve conflict rather than prevent it.

8. • The interactionist theorists of 1970s recognized necessity &actively
encourage organizations to promote conflict as producing growth.
• Nursing managers can no longer afford to respond to conflict
traditionally (avoid , suppress),because this is nonproductive. In an
era of shrinking healthcare dollars, it’s important for managers to
confront and manage conflict appropriately & have the ability to
understand & deal with it as a critical leadership skills.
History of Conflict Management

9. Why conflict occur ?

10. Causes of conflict
• Misunderstanding
• Personality clashes
• Competition for resources
• Authority issues
• Lack of cooperation
• Differences over methods or style
• Low performance
• Value or goal differences

11. Conflict structure
Vertical Horizontal
Differences between managers and staff
associates related to inadequate
communication, opposing interest, lack
of shares perceptions and attitudes.
Manager will use bureaucratic roles
It is line-staff conflict commonly as struggle
among domains related activity, expertise
and authority or conflict.
This type of conflict affects on trust
cooperation communication and
interaction structures.

12. Advantages VS Disadvantages
Functional – support the goals of the group and
improves its performance
Dysfunctional – conflict that hinders group
performance

13. Categories Of Conflict
There are the three broad categories
of conflict :
1. Intrapersonal conflict
2. Interpersonal conflict
3. Intergroup conflict
Unfortunately, Violence and
workplace aggression are increasingly
being recognized as epidemic in the
healthcare workplace
(Hockley2010)

15. Interpersonal Conflicts
Sources can be:
1. Personal
differences
2. Information
deficiency
3. Environmental
stress

16. Intergroup Conflict
Common causes are..
• Poor communication
• Inadequate defined org structure
• Individual behavior
• Unclear expectations
• Individual or group conflict of
interest
• Operational or staffing change
• Diversity in gender, culture, or age

17. Effects of conflict

18. Process of conflict
Latent conflict (antecedent
conditions)
Felt conflict Perceived conflict
Manifest conflict
Conflict resolution
Or
Conflict management
Conflict aftermath

19. Rules Of Effective Conflict Resolution
1. Protect each part’s self respect.
2. Do not blame the problem on the participants.
3. Allow all parties in the conflict to completely discuss their perspective of
the problem.
4. Set ground rules before discussion started.
5. Encourage full expression.
6. Encourage active listening.
7. Encourage frequent feedback.
8. Help participants develop alternative solutions.
9. Follow up the agreed action provide feedback.

20. Conflict
Management
Strategies
•The optimal goal in resolving
conflict is creating a win-win
solution for all involved.

22. Avoiding
(no winner-no
losers)
• Party aware of conflict but choose not to
acknowledge it or attempt to resolve it.
• Avoiding may indicate in trivial
disagreements specially when cost of the
dealing with conflict exceeds the benefits
of solving it. Or when one party is more
powerful than other one.
• The greatest problem in using avoidance
is that the conflict remains.

23. Competing(I win-you lose)
• The competing party seeks to win regardless of the
cost to others.
• Managers may use competing when a quick or
unpopular decision needs to be made.
• Also when one party has more information or
knowledge about situation than other.
• Competing in form of resistance is appropriate when
individual needs resist unsafe patient care policies
or procedures, unfair treatment, abuse of power or
ethical concerns.

24. Cooperating /Accommodating
(I lose-you win)
• Opposite of competing
• One party sacrifices own
beliefs and allows other
parties to win
• Is appropriate political
strategies if the item is
not high value to person
doing the
accommodating

25. Compromising (you bend- I
bend)
• Each party gives something it
wants.
• Although many see compromise
as an optimum conflict
resolution strategy, antagonistic
cooperation may result in lose –
lose situation
• Why ?
• Compromising not to result in
lose-lose situation …but parties
must be willing to give up
something of equal value to
becomes a win –win .

26. Collaboration
(I win- you win)
 assertive
Is rare when there is wide
difference in power
between parties
Although conflict is a
pervasive force in
healthcare organizations
only small percentage of
time is spent in true
collaboration.

27. Smoothing
• One person ‘smoothes’
others involved in conflict
to reduce the emotional
component of conflict.
• Mangers often use
smoothing to get someone
to accommodate with other
party.
• It focus more on
compliment the other party
on agreements rather than
differences.
• It is appropriate for minor
disagreements and it rarely
result in resolution of actual
conflict.

28. Summary
• Conflict is a struggle or challenge between people with
opposing needs, ideas, beliefs, values or goals.
• Because managers have variety of interpersonal
relationships wit people with different values, beliefs,
backgrounds, and goals, conflict is an expected outcome
• Conflict theory has changed dramatically during the last
100years. Currently conflict is viewed as neither good nor
bad because it can produce growth or be destructive
depending on how to manage it

29. Summary
• Three categories of conflict intrapersonal, interpersonal,
intergroup
• The 1st stage of conflict process called latent conflict and end
with conflict aftermath
• The optimal goal in conflict resolution strategies is creating
win-win solution for ever one involve
• Common conflict resolution strategies include compromise,
competing, accommodation, smoothing, avoiding and
collaboration

31. References
Zerwekh J, Garneau AZ. Nursing Today-E-Book: Transition and Trends:
Elsevier Health Sciences; 2017.
Marquis, B. L., & Huston, C. J. (2009). Leadership roles and
management functions in nursing: Theory and application. Lippincott
Williams & Wilkins.
file:///C:/Users/jamilah/Downloads/wk-13-conflict-management-
1208805454013385-8.pdf
file:///C:/Users/jamilah/Desktop/conflict%20in%20org.pdf