Name Nabeel Waris

Subject Medical Ethics

Roll No BSMLS-S19-027
Submitted to Maam Fatima

Topic:
Conflict resolution

Defination:
 Conflict resolution is a way for two or more
parties to find a peaceful solution to a
disagreement among them. The disagreement
may be personal, financial, political, or
emotional. When a dispute arises, often the
best course of action is negotiation to resolve
the disagreement
In the workplace, there can be a variety
of types of conflict:

 Conflict may occur between co-workers, or

between supervisors and subordinates, or
between service providers and their clients or
customers.
 Conflict can also occur between groups, such
as management and the labor force, or
between whole departments. 

The Conflict Resolution Process :

 The resolution of conflicts in the workplace
typically involves some or all of the following
processes:
by the parties involved that a controversy exists.
 Mutual agreement to handle the difficulty and
find some resolution.
 an endeavor to know the angle and concerns of
the opposing individual or group.
 Identifying changes in attitude, behavior, and
approaches to figure by either side that may
lessen negative feelings.
 Recognizing triggers to episodes of conflict.
Interventions by third parties like Human
Resources representatives or higher level
managers to mediate.
 A willingness by one or botAgreement on a
thought to deal with differences.Monitoring the
impact of any agreements for change.
 Disciplining or terminating employees who

resist efforts to defuse conflicts.

Healthy and unhealthy ways of managing and
resolving conflict

Unhealthy responses Healthy responses to

to conflict: conflict:
An inability to recognize The capacity to
and respond to the things empathize with the other
that matter to the other person’s viewpoint.
person.
Explosive, angry, hurtful, Calm, non-defensive, and
and resentful reactions. respectful reactions.
The withdrawal of love, A readiness to forgive
resulting in rejection, and forget, and to move
isolation, shaming, and past the conflict without
fear of abandonment. holding resentments or
anger.
An inability to The ability to seek
compromise or see the compromise and avoid
other person’s side. punishing.
Feeling fearful or avoiding A belief that facing
conflict; expecting a bad conflict head on is the
outcome. best thing for both sides.

Tips for managing and resolving

conflict:
 You can make sure that the method of
managing and resolving conflict is as positive
as possible by sticking to the subsequent
guidelines:

Listen for what's felt further as said:

 once you really listen, you connect more deeply
to your own needs and emotions, and to those
of people. Listening also strengthens, informs,
and makes it easier for others to listen to you
when it’s your address speak.

Make conflict resolution the priority

instead of winning or “being right.”:
 Maintaining and strengthening the link, instead
of “winning” the argument, must always be your
first priority. Be respectful of the opposite
person and their viewpoint.

Focus on the current:

 If you’re holding on to grudges supported past
conflicts, your ability to work out the truth of the
present situation are going to be impaired.
instead of looking to the past and assigning
blame, specialise in what you'll waste the here-
and-now to unravel the matter.
 Pick your battles:

 Conflicts are often draining, so it’s important to

think about whether the problem is actually
worth some time and energy. Maybe you don’t
want to surrender a car parking zone if you’ve
been circling for quarter-hour, but if there are
dozens of empty spots, arguing over one space
isn’t worthwhile.

Be willing to forgive:
 Resolving conflict is impossible if you’re
unwilling or unable to forgive others. Resolution
lies in releasing the urge to punish, which may
serve only to deplete and drain your life.

Examples of Conflict Resolution Skills :

 Assertiveness by a supervisor who convenes a
gathering between two employees who have
engaged in a very public dispute.
 Interviewing and active listening skills utilized
by a person's resources representative to
define the character of a conflict between a
supervisor and subordinate.
 A supervisor encouraging empathy by asking
opposing employees to explain how the
opposite might feel in conflict situations.
 Managers of rival departments facilitating a
brainstorming session with their staffs to come
up with solutions to ongoing points of conflict.
 Mediation skills by a supervisor who helps rival
subordinates to spot mutually agreeable
changes in behavior.
 A co-worker seeking out a rival and suggesting
that she would love to seek out some way to
co-exist more peacefully.
 Creativity and problem-solving by a supervisor
who redefines roles of two conflict-prone staff
to eliminate points of friction.
 Accountability established by a supervisor who
documents conflict initiating behaviors
exhibited by a chronic provocateur on his
performance appraisal.