CONFLICT

RESOLUTION
Vincent Joseph B. Roadel
What is conflict?
• Perception of mutual interference
• A process that begins when goals of one party are frustrated by
another
• Requires interdependence/interaction
Views of Conflict
• Conflict Good (interactionist view) G
• Conflict Natural (human relations view) N
• Conflict Bad (traditional view) B
• Conflict must be managed
Source of Conflict
• Resource scarcity
• Incompatible goals
• Structural factors (size, routinization, specialization, reward
systems)
• Conflicting perceptions, ideas, or beliefs
• Differences between people
• Conflicting thoughts/needs within an individual
• Lack of communication (maybe)
First Activity

Kahoy ng Karunungan
Types of Conflict
• Task content conflict (differing opinions related to the task) G
• Emotional or relationship conflict (interpersonal conflict -- dislike, negative emotions) B
• Administrative or process conflict (disagreement on how to get the task completed — e.g.,
duties, decisionmaking technique) B to N
Goal Conflict Resolution
 Confront problems, communicate openly and respectfully with someone of opposing
opinion to provide optimal patient care
Why Address Conflict
• Inevitable in dynamic environments
• Can lead to feelings of powerlessness
• Can cause anyone, especially subordinates, to view administrators, attending physicians as
adversaries and creates conflict and divided loyalties in the workplace
Assertion is
Being appropriately assertive means:
• Organized in thought and communication
• Competent technically and socially
• Disavowing perfection while looking for clarification/common understanding
• Being owned by the entire team (this is not just a “subordinate” skill set, and it must be
valued by the receiver to work)
Assertion is not
• Aggressive
• Hostile
• Confrontational
• Ambiguous
• Demeaning
• Condescending
Assertion Model
Helpful hints in applying the
Assertion Model
• Focus on the common goal: Quality care, the welfare of the patient, safety – it’s hard to
disagree with safe, high-quality care
• Avoid the issue of who’s right and who’s wrong
• Concentrate on doing the right thing for patient-centered care
• Depersonalize the conversation
• Actively avoid being perceived as judgmental
• Be hard on the problem, not the people
Strategies for Conflict
Resolution
1.Withdrawal—Little or no significance to either party (lose-lose)
2.Forcing—Force outcome regardless of the desire of one party
(win-lose)
3.Conciliation—Giving in to preserve relationship with other party
(lose-win)
4.Compromise—Concerned with both outcome and relationship
(?-?)
5.CONFRONTATION—Meet the problem head on (win-win)
Confrontation is an Assertive
Means of Conflict Resolution
• Respectful negotiation
• Effective Conflict resolution is what is right not who is right.
• Never Aggressive. Use to explain perspectives. If handled appropriately may be an
opportunity to educate the other party involved.
Two-Attempt Rule
• Using the elements of assertion make two attempts to reach a common goal.
• If your viewpoint is disregarded, traditionally continue up the chain of command or
“escalate” to achieve resolution.
Conservative Response
• Nonconfrontational method to gain agreement among two or more team members
• Used to ensure disagreement does not escalate to confrontation by seeking input and
advice from another team member or outside consultant
DESC Script
• What is it?
• A structured, assertive, communication approach for managing and resolving conflict.
• D Describe the specific situation
• E Express your concerns about the action
• S Suggest other alternatives
• C Consequences should be stated
• Ultimately, consensus shall be reached.
• When to use it?
• Whenever you have a personal conflict with another health team member that threatens your ability to
perform your job well
• Key Points
• Have timely discussion
DESC Example
• D--When you scream at me in front of my coworkers about the delay in care, you’re making
it personal.
• E--This reduces my credibility with the patients and undermines my authority with staff. I
feel you don’t respect me.
• S--If you are upset about delays or other patient care issues, pull me aside and I will address
your concerns.
• C--If your outbursts continue, we won’t have a working relationship, and patient care will
suffer.
LEEN-A Model for Conflict
Resolution
L- Listen
E- Empathize
E- Explain
N- Negotiate
Debate vs Dialogue Conflict
Management Activity
Thank You