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Chapter21.pptx

Chapter 21 Conflict, Workplace Violence, and Negotiation

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Learning Objectives

1. Describe the stages and categories of conflict (ATI p 15-Stages of Conflict) (ATI p 14-Categories of Conflict) )Text 560-61

2. Identify the function and dysfunctional results of various methods of conflict resolution (ATI p 16—Negotiation strategies) (Text p 561-63)

3. Describe the manifestations of workplace violence, incivility, bullying and mobbing (Text 568-69)

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Learning Objectives

4. Identify strategies that might be used to immediately confront and intervene when workplace violence exists (Text p 570)

5. Describe strategies that can be used before, during, and after negotiation to increase the likelihood that desired outcomes will be achieved (ATI p 16—Negotiation) (Text 570-76)

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Conflict #1

The internal or external discord that occurs as a result of differences in ideas, values, or beliefs of two or more people

Conflict is also created when there are differences in economic and professional values and when there is competition among professionals.

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Conflict #2

Some level of conflict in an organization appears desirable, although the optimum level for a specific person or unit at a given time is difficult to determine.

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5

Relationship Between Organizational Conflict and Effectiveness #1

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Relationship Between Organizational Conflict and Effectiveness #2

Currently, conflict is viewed as neither good nor bad because it can produce growth or be destructive, depending on how it is managed.

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Common Sources of Organizational Conflict

Scarce resources

Restructuring

Poorly defined role expectations

Communication problems

Organizational structure

Individual behavior

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Managerial Response to Conflict

Managers can no longer afford to respond to conflict traditionally (i.e., to avoid or suppress conflict) because this is nonproductive.

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Categories of Conflict

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Stages of Conflict

Latent conflict

Perceived conflict

Felt conflict

Manifest conflict (overt conflict)

Conflict aftermath

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Conflict Resolution Outcomes

Win–Win—optimal goal in conflict resolution

Win–Lose

Lose–Lose

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Common Conflict Resolution Strategies

Compromising

Competing

Cooperating/ accommodating

Smoothing

Avoiding

Collaborating

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Compromising

Each party gives up something it wants.

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Competing

One party pursues what it wants, regardless of the cost to others.

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Cooperating/Accommodating

One party sacrifices his or her beliefs and wants to allow the other party to win.

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Smoothing

An individual attempts to reduce the emotional component of the conflict.

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Avoiding

Parties are aware of a conflict but choose not to acknowledge it or attempt to resolve it.

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Collaborating

An assertive and cooperative means of conflict resolution whereby all parties set aside their original goals and work together to establish a supraordinate or common priority goal

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Common Causes of Organizational Conflict

Poor communication

Inadequately defined organizational structure

Individual behavior (incompatibilities or disagreements based on differences of temperament or attitudes)

Unclear expectations

Individual or group conflicts of interest

Operational or staffing changes

Diversity in gender, culture, or age

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Helpful Tips in Conflict Resolution #1

Focus on the causes of the disagreement and not on personalities.

Try to arrive at solutions acceptable to everyone concerned.

Get all the information possible. Differentiate between facts and opinions.

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Helpful Tips in Conflict Resolution #2

Listen carefully and do not prejudge.

Do not belabor how the conflict occurred. Instead, concentrate on what should be done to keep it from recurring.

Concentrate on understanding and not on agreement.

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Helpful Tips in Conflict Resolution #3

Bullying is abusive conduct that is threatening, humiliating, or intimidating in nature.

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Helpful Tips in Conflict Resolution #4

Incivility is a term used to describe mistreatment or discourtesy to another person. It occurs on a continuum from disruptive behaviors such as eye-rolling and other nonverbal behaviors and sarcastic comments to threatening behaviors, such as intimidation and physical violence.

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Helpful Tips in Conflict Resolution #5

In mobbing, employees “gang up” on an individual.

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Helpful Tips in Conflict Resolution #6

When bullying, incivility, and mobbing occur in the workplace, it is known as workplace violence.

Workplace violence impacts the physical, emotional, and socioeconomic health of employees and threatens patient safety.

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Helpful Tips in Conflict Resolution #7

All organizations should have bullying policies in place with zero tolerance as the expectation.

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Negotiation

Frequently resembles compromise when used as a conflict negotiation strategy

Emphasis is on accommodating differences between the parties.

Negotiation is psychological and verbal. The effective negotiator always looks calm and self-assured.

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Negotiation Terminology

The very least for which a person will settle is often referred to as the bottom line.

Trade-offs are secondary gains, often future-oriented, that may be realized as a result of conflict.

The manager also must look for and acknowledge hidden agendas—the covert intention of the negotiation.

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Negotiating Strategies

Use factual statements; listen and keep an open mind.

Discuss issues and not personalities.

Be honest; start tough.

Delay when confronted with something totally unexpected.

Never tell the other party you are willing to negotiate totally.

Know the bottom line but try not to use it; take breaks if either party becomes angry or tired.

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Destructive Negotiation Tactics

Ambiguous or inappropriate questioning

Gestures of helplessness

Intimidation

Manipulation

Ridicule

Flattery

Aggression

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Negotiation Closure

End on a friendly note

Restate the final decision

Hide astonishment at your success

Make the other party feel that he/she also won

Follow up with a memo

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Types of Alternative Dispute Resolution (ADR)

Mediation

Fact-finding

Due process hearings

Ombudsperson

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Seeking Consensus

It is always an appropriate goal in resolving conflicts and in negotiation.

All parties support, or at least do not oppose, an agreement.

The greatest challenge in consensus building is time.

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