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INTRODUCTION

While no single definition of conflict exists, most definitions seem to involve the following

factors: that there are at least two independent groups, the groups perceive some incompatibility

between themselves, and the groups interact with each other in some way (Putnam and Poole,

1987). Two example definitions are, process in which one party perceives that its interests are

being opposed or negatively affected by another party" and the interactive process manifested

in compatibility, disagreement, or dissonance within or between social entities .

A party is required to engage in an activity that is incongruent with his or her needs or

interests.

A party holds behavioral preferences, the satisfaction of which is incompatible with

another person's implementation of his or her preferences.

A party wants some mutually desirable resource that is in short supply, such that thewants of all parties involved may not be satisfied fully.

A party possesses attitudes, values, skills, and goals that are salient in directing his or her

behavior but are perceived to be exclusive of the attitudes, values, skills, and goals held

by the other(s).

Two parties have partially exclusive behavioral preferences regarding their joint actions.

Two parties are interdependent in the performance of functions or activities

Conflict is something that arises in any workplace and that is particularly true when speaking

about healthcare and the nursing field. Conflict by definition is competitive or opposing action

of incompatibles and a mental struggle resulting from incompatible or opposing needs, drives,

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wishes, or external or internal demands. If these conflicts are managed correctly the results can

be positive as opposed to negative.

One type of conflict management strategy is called 'compromising'. This strategy can be defined

as attempting to resolve a conflict by identifying a solution that is partially satisfactory to both

parties, but completely satisfactory to neither. This type of management strategy requires the

individual to be both partly assertive and partly cooperative in their actions and overall message.

One's main goal with this particular strategy is to reach an advantageous solution that satisfies

both parties. There are only certain times and situations that call for this particular management

strategy. One of them is when you want to achieve a temporary solution. Nursing is a fast-paced

field with fast-paced working environments and sometimes the best solution to a problem is to

come to a quick solution where both sides are partially happy and come back to the issue at

another time when it can be further discussed. Another reason to use compromising as a

management strategy is when goals are only moderately important. It may be more beneficial to

you and your time if you compromise with someone, especially if the issue is not of utmost

importance. There are also certain times when compromising wouldn't be appropriate or may not

work all together. Like if the initial demands of a conflict are too great, then another strategy

may have to be used. Also the sincerity of the individuals agreement on the solving of the issue

can be questioned, promises may not be kept. But one must keep in mind that things that are

more important to you shouldn't be compromised and the importance of a particular conflict

should be considered to oneself when using any conflict management strategy.

Another type of conflict management strategy is 'collaborating'. Collaborating as a management

strategy can be defined as cooperating with the other party to understand their concerns and

expressing your own concerns in an effort to find a mutually and completely satisfactory solution

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(win/win). This method of resolving conflict allows you to merge insights and experience to find

an integrative solution. In collaborating the concerns of both parties are being pursued. One must

remember that teamwork and cooperation help everyone achieve their goals while also

maintaining relationships. The process of working through differences will lead to creative

solutions that will satisfy both parties' concerns. There are certain times and situations when this

strategy is most appropriate. When both parties' concern are very important to the individual,

collaborating will generate the best solution. When using collaboration as a management strategy

it must be kept in mind that the people have to be able to change their thinking as more

information is found and new options are suggested. Also, when someone doesn't have full

responsibility to make a particular decision, collaborating is the only way of reaching a solution

to a particular conflict. There are also times, however, when collaborating, as a conflict strategy

is not the best choice. The process of collaborating takes a lot of time and energy. This time must

be available to both parties; otherwise there will be no solution. This approach to resolving

conflict, when successful, is by far the most rewarding. However, it does require that you truly

value and are willing to pursue the interests of the other party, and that you forego an easy win or

a quick compromise.

In both the clinical setting and as a new RN graduate in orientation, I am aware that I will have

to incorporate these strategies (along with others) in order to solve conflicts that will surely arise.

I consider myself to be an excellent manager of conflict. After reading about the five different

types of conflict management strategies I clearly identified the two strategies I use most as

collaborating and compromising. I am not one to avoid or accommodate my concerns, especially

if they are of great importance to me. And at the same time I am not the kind of person who

would compete with others' concerns and points of view with those of my own. I know I will

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continue to use these strategies, including in the clinical setting and as a new RN graduate. I will

be working with many other individuals in both of these settings. And these individuals are going

to all carry their specific thoughts and beliefs. The most productive thing for me to do is to work

with these different thoughts and beliefs people have (in combination with my own) to reach

feasible agreements that are beneficial or at least acceptable to both parties.

Conflict is part of life: it is an inevitable consequence of interacting with other people. In both

our professional lives and in our personal lives we are constantly faced with statements, actions,

needs, drives, wishes, demands or positions that are incompatible with or opposed to our own.

Conflict can create stress, produce anxiety, adversely affect performance, decrease productivity

and disrupt the work (or home) environment. It can be difficult to decide how to respond when

faced with conflict. We often react emotionally or reflexively, without thought or conscious

decision. Learning to deal effectively with conflict requires that we learn to control our response,

choosing the most appropriate strategy for the particular situation.

Conflict management involves implementing strategies to limit the negative aspects of

conflict and to increase the positive aspects of conflict at a level equal to or higher than

where the conflict is taking place. Furthermore, the aim of conflict management is to

enhance learning and group outcomes (effectiveness or performance in organizational

setting) . It is not concerned with eliminating all conflict or

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avoiding conflict. Conflict can be valuable to groups and organizations. It has been

shown to increase group outcomes when managed properly

Types and style of conflict management

By evaluating a conflict according to the five categories below -- relationship, data, interest,

structural and value -- we can begin to determine the causes of a conflict and design resolution

strategies that will have a higher probability of success.

Relationship Conflicts

Relationship conflicts occur because of the presence of strong negative emotions, misperceptions

or stereotypes, poor communication or miscommunication, or repetitive negative behaviors.

Relationship problems often fuel disputes and lead to an unnecessary escalating spiral of

destructive conflict. Supporting the safe and balanced expression of perspectives and emotions

for acknowledgment (not agreement) is one effective approach to managing relational conflict.

Data Conflicts

Data conflicts occur when people lack information necessary to make wise decisions, are

misinformed, disagree on which data is relevant, interpret information differently, or have

competing assessment procedures. Some data conflicts may be unnecessary since they are caused

by poor communication between the people in conflict. Other data conflicts may be genuine

incompatibilities associated with data collection, interpretation or communication. Most data

conflicts will have "data solutions."

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Interest Conflicts

Interest conflicts are caused by competition over perceived incompatible needs. Conflicts of

interest result when one or more of the parties believe that in order to satisfy his or her needs, the

needs and interests of an opponent must be sacrificed. Interest-based conflict will commonly be

expressed in positional terms. A variety of interests and intentions underlie and motivate

positions in negotiation and must be addressed for maximized resolution. Interest-based conflicts

may occur oversubstantive issues (such as money, physical resources, time, etc.);procedural

issues (the way the dispute is to be resolved); andpsychological issues (perceptions of trust,

fairness, desire for participation, respect, etc.). For an interest-based dispute to be resolved,

parties must be assisted to define and express their individual interests so that all of these

interests may be jointly addressed. Interest-based conflict is best resolved through the

maximizing integration of the parties' respective interests, positive intentions and desired

experiential outcomes.

Structural Conflicts

Structural conflicts are caused by forces external to the people in dispute. Limited physical

resources or authority, geographic constraints (distance or proximity), time (too little or too

much), organizational changes, and so forth can make structural conflict seem like a crisis. It can

be helpful to assist parties in conflict to appreciate the external forces and constraints bearing

upon them. Structural conflicts will often have structural solutions. Parties' appreciation that a

conflict has an external source can have the effect of them coming to jointly address the imposed

difficulties.

Value Conflicts

Value conflicts are caused by perceived or actual incompatible belief systems. Values are beliefs

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that people use to give meaning to their lives. Values explain what is "good"or"bad,""right"or

"wrong,""just"or"unjust."Differing values need not cause conflict. People can live together in

harmony with different value systems. Value disputes arise only when people attempt to force

one set of values on others or lay claim to exclusive value systems that do not allow for divergent

beliefs. It is of no use to try to change value and belief systems during relatively short and

strategic mediation interventions. It can, however, be helpful to support each participant's

expression of their values and beliefs for acknowledgment by the other party.

Types of conflict Management

1. Competitive:

The competing sty of conflict management is an authoritarian approach to problems and involves

only one side getting their say. It is goal oriented and quick.

"Just do it this way!"

It is most effective in conflictwhich involves personal differences that are unlikely to

change. It is valuable as a counter measure in situations where others are likely to take

advantage of those who display a non-competitive nature. It is also valuable in

circumstances which require a quick decision. Finally, one of its greatest values is in

making unpopular decisions which need to be implemented.

Few relationships have extremes of conflict which make equitable solutions impossible.

But, few is not none.

2. Competitive leaders provide clear expectations for what, when and how things need to be

done.

There is a clear demarcation between leader and follower. Authoritarian decision makers

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make choices independently with little or no input from the rest of the group.

The down side of the model is the hostility it has a tendency to breed in those on the

losing side. This is especially true when it is the only style of conflict management being

utilized.

3. Harmonizing:

The harmonizing style of conflict management puts the relationship of the interacting

parties before the conflict at hand. When utilizing this technique you may find yourself

giving in to the other person for the sake of the relationship.

There are two situations in which this technique is particularly useful.

One is when we are caught off guard by the conflict and the other party is well prepared.

In these circumstances when we find ourselves situationally outmatched the technique

allows us to save face and move forward.

As second instance in which this technique is in the client service model. It is nearly

always more important to maintain a positive relationship with a client than it is to be

victorious in a confrontation. This is especially true if your are goal oriented toward

repeat business.

On the other hand, when over used this technique can manifest some negative results. If

you find yourself over utilizing this strategy and always putting the needs of other before

your own you will find yourself with a buildup of feelings of resentment.

Another negative occurs when dealing with the unscrupulous. Those persons who

perceive this technique as a weakness will always put their own interest in the self before

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Unfortunately, problems that are not quickly addressed tend to grow over time.

Relationships can be damaged by unresolved issues. Overuse of this style can lead us into

giving up too many of our personal goals and enable others to take advantage of us.

Conflict Stages

It has become common to describe conflicts as passing through a series of phases. Different

authors name and describe these stages differently, but most include, at a minimum:

1. No conflict

2. Latent conflict

3. Emergence

4. (Hurting) Stalemate

5. Settlement/Resolution

These phases are frequently shown on a diagram that looks something like this,

although the accompanying text will always explain that the progress from one

stage to the next is not smooth and conflicts may repeat stages several times. B y recogn iz ing

the different dynamics occurring at each stage of a conflict, one can appreciate that

the strategies and tactics for participan ts and i ntervene rs d iffer depending on the

phase of the conflict

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situation.Differentialpower, resources, differing interests or values all have the potential to spark

conflict if a triggering event occurs.

Sometimes, however, the conflict never emerges. An alienating social structure

tends to suppress the emergence of social conflict. According to Wehr, Marx saw cap i ta l i sm

as al ienat ing workers f rom thei r labor and f rom one another , thus inhibi t ing

open class conflict. In addition, culture hides this alienation, advocating beliefs and values that

support the maintenance of the dominant group's position. "

I f des t r uc t i ve conf l i c t has no t y e t emer ged , s t eps can be t aken t o mi n i mi ze

i t s potential. Taken together, these steps are typically called "conflict prevention" or violence

prevention.

Such steps include:

Democratic institutions, which can provide a peaceful avenue for conflicts to be discussed.

Other efforts to construct acommon identitymay bear fruit.

Intermediaries may help facilitatediscussions, thereby minimizing misunderstandingsand

working out grievances and frustrations before they come to a head.

3) Conflict Emergence Stage:

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After a conflict has remained latentfor some time, if the underlying grievances

Or frustrations are strong enough; a "triggering event" marks the emergence or the

eruption" phase of the conflict. This event or episode may be the first appearance o f t h e

c o n f l i c t , o r i t m a y b e a c o n f r o n t a t i o n t h a t e r u p t s i n t h e c o n t e x t o f

p rotracted, but dormant, or low-level conflict. M odes t r e fo rm is t go a ls may ap pea r

i nadequa t e , i n t he f ace o f t he

r ev el at io ns e v i d e n t f r o m n e w e n c o u n t e r s w i t h t h e d o m i n a n t g r o u p s .

T h e g o a l s t h e n a r e reformulated so that the adversaries are required to make more radical

and extreme changes. The conflict increasingly is seen by the opponents to bezero sum, so that

whatever one side gains is at the expense of the other.

4) Hurting Stalemate Stage

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5) Settlement Stage

As an intractable conflict comes to an end, the components of the conflict start to change. New

or greatly changed collective identitiesbecome dominant. Goals also change as intractable

conflict' s end. Thus, aft er de-escalation, nei ther side's new goals include the destruction

of its adversary. This change may reflect the separation of a few leader son one side from their

now-transformedconsti tuency. The members of a communal or ideological

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or gan i za t io n ma yrepudiate the organization leaders upon their defeat, and the victorious

other side may accept the repudiation as genuine.

If most or all of the underlying causes of the conflict are finally remedied,

thec o n f l i c t m a y b e r e s o l v e d p e r m a n e n t l y o r a t l e a s t f o r a l o g

t i m e . I f s o m e g r ie v a nc e s r e ma i n, ho w e ve r , t h e c o n fl ic t m a y b e s i mp l y

"s e t t l ed" f o r th e t ime being, but may develop again later as grievances again become

significant. Thus, even at the supposed "end" of an intractable conflict, the path

to resolution is not always smooth and linear, but may fall back into previous stages

if conditions change.

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Conflict process:

Stage I: Potential Opposition or Incompatibility

The first step in the conflict process is the presence of conditions that create opportunities

for conflict to arise. They need notlead directly to conflict, but one of these conditions

is necessary if conflict is to surface. For simplicitys sake, these conditions (which also may be

looked at as causes or sources of conflict) have been condensed

into three general categories: communication, structure, and personal variables.

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Communication The communication source represents the opposing forces that

Arise from semantic difficulties, misunderstandings, and noise in the communication

channels.

A review of the research suggests that differing word connotations, jargon,

insufficient exchange of information, and noise in the communication channel are all

barriers to communication and potential antecedent conditions to conflict. Evidence

demonstrates that semantic difficulties arise as a result of differences in training, selective

perception, and inadequate information about others. Research has further

demonstrated a surprising finding: The potential for conflict increases when either

too little or too much communication takes place. Apparently, an increase in communication

is functional up to a point, whereupon it is possible to over communicate,

with a resultant increase in the potential for conflict. Too much information, as well as

too little, can lay the foundation for conflict. Furthermore, the channel chosen for

communicating can have an influence on stimulating opposition. The filtering process

that occurs as information is passed between members and the divergence of communications

from formal or previously established channels offer potential opportunities

for conflict to arise.

Structure The termstructure is used, in this context, to include variables such as

size, degree of specialization in the tasks assigned to group members, jurisdictional

clarity, membergoal compatibility, leadership styles, reward systems, and the degree

of dependence among groups. Research indicates that size and specialization act as

forces to stimulate conflict. The larger the group and the more specialized its activities,

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the greater the likelihood of conflict. Tenure and conflict appear inversely related, meaning the

potential for conflict tends to be greatest when group members

are younger and when turnover is high.

A close style of leadershiptight and continuous observation with general control

of others behaviorsincreases conflict potential, but the evidence is not particularly

strong. Too much reliance on participation may also stimulate conflict. Research tends to

confirm that participation and conflict are highly correlated, apparently because participation

encourages the promotion of differences. Reward systems, too, are found to create

conflict when one members gain is at anothers expense. And if a group is dependent on

another group (in contrast to the two being mutually independent) or if interdependence

allows one group to gain at anothers expense, opposing forces are stimulated.

Personal Variables

As practical experience has taught us, some people are conflict

oriented and others are conflict aversive. Evidence indicates that certain personality

typesfor example, individuals who are highly authoritarian and dogmaticlead to

potential conflict. Emotions can also cause conflict.

Stage II: Cognition and Personalization

If the conditions cited in stage I negatively affect something that one party cares

about, then the potential for opposition or incompatibility becomes actualized in the

second stage. One or more of the parties must be aware of the existence of the antecedent

conditions. However, because a conflict is perceiveddoes not make it personalized. In other

words, A may be aware

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thatB andA are in serious disagreement . . . but it may not makeA tense or anxious, and

it may have no effect whatsoever onAs affection towardB.6 It is at the felt level, when

individuals become emotionally involved, that parties experience anxiety, tension,

frustration, or hostility.

Stage III: Intentions

Intentions intervene among peoples perceptions and emotions and overt behaviors.

These intentions are decisions to act in a given way.

Intentions are separated out as a distinct stage because you have to infer the

others intent to know how to respond to that others behavior. A lot of conflicts are

escalated merely by one party attributing the wrong intentions to the other party.

Using two dimensionscooperativeness (the degree to which one

party attempts to satisfy the other partys concerns) and assertiveness (the degree to

which one party attempts to satisfy his or her own concerns)we can identify five

conflict-handling intentions:

1. Competing: assertive and uncooperative, such as when you strive to achieve your goal

at the expense of the other party achieving his.

2. Collaborating: assertive and cooperativeintending to find a winwin solution that

makes both parties happy.

3. Avoiding: unassertive and uncooperative, such as when you avoid a conflict based on

the hope it will just go away.

4. Accommodating: unassertive and cooperative, such as when you give in just to please

someone else.

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5. Compromising: mid-range on both assertiveness and cooperativeness, where the pie is

sliced down the middle)

Stage IV: Behavior

When most people think of conflict situations, they tend to focus on stage IV because

this is where conflicts become visible. The behavior stage includes the statements,

actions, and reactions made by the conflicting parties. These conflict behaviors are

usually overt attempts to implement each partys intentions, but they have a stimulus quality that

is separate from intentions. As a result of miscalculations or unskilled

enactments, overt behaviors sometimes deviate from original intentions. quality that is separate

from intentions. As a result of miscalculations or unskilled enactments, overt behaviors

sometimes deviate from original intentions.

At the lower part

of the continuum, we have conflicts characterized by subtle, indirect, and highly controlled

forms of tension, such as a student questioning in class a point the instructor

has just made. Conflict intensities escalate as they move upward along the continuum

until they become highly destructive. Strikes, riots, and wars clearly fall in this upper

range. For the most part, conflicts that reach the upper ranges of the continuum are

almost always dysfunctional. Functional conflicts are typically confined to the lower

range of the continuum.

Stage V: Outcomes

The actionreaction interplay among the conflicting parties results in consequences.

As our model demonstrates, these outcomes may be functional in

that the conflict results in an improvement in the groups performance, or it may be

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dysfunctional in that it hinders group performance.

It is hard to visualize a situation in which open or violent aggression could be

functional. Yet in a number of instances, its possible to envision how low or moderate

levels of conflict could improve the effectiveness of a group. Because people often find

it difficult to think of instances in which conflict can be constructive, lets consider

some examples and then review the research evidence. Note how all these examples

focus on task and process conflicts and exclude the relationship variety.

Conflict is constructive when it:

improves the quality of decisions,

stimulates creativity and innovation,

encourages interest and curiosity among group members,

provides the medium through which problems can be aired and tensions released, and

fosters an environment of self-evaluation and change

Dysfunctional Outcomes

The destructive consequences of conflict on a groups or

organizations performance are generally well known. A reasonable summary might

state that uncontrolled opposition breeds discontent, which acts to dissolve common

ties, and eventually leads to the destruction of the group. And, of course, a substantial

body of literature documents how conflictthe dysfunctional varietiescan reduce

group effectiveness.13 Among the more undesirable consequences are a retarding of

communication, reductions in group cohesiveness, and subordination of group goals

to the primacy of infighting among members. At the extreme, conflict can bring group

functioning to a halt and potentially threaten the groups survival.

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Sources of Conflict

There are many causes or reasons for conflict in any work setting. Some of the primary causes

are:

Poor Communication: different communication styles can lead to misunderstandings

between employees or between employee and manager. Lack of communication drives

conflict underground.

Different Values: any workplace is made up of individuals who see the world

differently. Conflict occurs when there is a lack of acceptance and understanding of these

differences.

Differing Interests: conflict occurs when individual workers fight for their personal

goals, ignoring organizational goals and organizational well-being.

Scarce Resources: too often, employees feel they have to compete for available

resources in order to do their job. In a resource scarce environment, this causes conflicts

despite awareness of how scarce resources may be.

Personality Clashes: all work environments are made up of differing personalities.

Unless colleagues understand and accept each others approach to work and problem-

solving, conflict will occur.

Poor Performance: when one or more individuals within a work unit are not

performing - not working up to potential and this is not addressed, conflict is inevitable.

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The competing conflict mode is high assertiveness and low cooperation. Times when the

competing mode is appropriate are when quick action needs to be taken, when unpopular

decisions need to be made, when vital issues must be handled, or when one is protecting self-

interests

Competing Skills

Arguing or debating

Using rank or influence

Asserting your opinions and feelings

Standing your ground

Stating your position clearly

AVOIDING

The avoiding mode is low assertiveness and low cooperation. Many times people will avoid

conflicts out of fear of engaging in a conflict or because they do not have confidence in their

conflict management skills. Times when the avoiding mode is appropriate are when you have

issues of low importance, to reduce tensions, to buy some time, or when you are in a position of

lower power.

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Avoiding Skills

Ability to withdraw Ability to sidestep

issues

Ability to leave

things unresolved

Sense of timing

ACCOMMODATING

The accommodating mode is low assertiveness and high cooperation. Times when the

accommodating mode is appropriate are to show reasonableness, develop performance, create

good will, or keep peace. Some people use the accommodating mode when the issue or outcome

is of low importance to them.

The accommodating mode can be problematic when one uses the mode to keep a tally or to be

a martyr

Accommodating Skills:

Forgetting your desires

Ability to yield

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Obeying orders

Selfishness

Bibliography

i. Google

ii. Various PDF files

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iii. www.authorstream.

com

iv. Wikipedia

v. Books

a. Kavita Singh

b. Stephen Robins

.

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