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Transcript of Conflict Management Susan Bostwick MD Weill Medical College of Cornell University David Keller MD...
![Page 1: Conflict Management Susan Bostwick MD Weill Medical College of Cornell University David Keller MD UMass Memorial Children’s Medical Center Thanks to Aaron.](https://reader036.fdocuments.net/reader036/viewer/2022062523/5a4d1b0d7f8b9ab05998c74a/html5/thumbnails/1.jpg)
Conflict ManagementConflict Management
Susan Bostwick MDSusan Bostwick MDWeill Medical College of Cornell UniversityWeill Medical College of Cornell University
David Keller MDDavid Keller MDUMass Memorial Children’s Medical CenterUMass Memorial Children’s Medical Center
Thanks to Aaron Friedman MD, Hasbro Children’s HospitalThanks to Aaron Friedman MD, Hasbro Children’s Hospital
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Conflict is…Conflict is…The interaction of
interdependent people who perceive incompatible goals and interference from each other in achieving those goals.
-Hoeker & Wilmot
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Take Home MessageTake Home Message• Conflict is:
InevitableNecessaryUseful
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Today’s GoalsToday’s GoalsDefine Conflict and its propertiesUnderstand multiple approaches
to conflict management Reflect on your own approach to
conflictUnderstand tools that may be
used in conflict situations
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What is conflictWhat is conflict• Pair-Share• Define the characteristics of
conflict
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What is Conflict?What is Conflict?Conflict is not…• Sign of a bad
relationship • Negative
experience• Mistake • Struggle
between right and wrong
Conflict is…• Perceived
difference needs, values and
goals • Part of a
relationship• Consequence of
growth change
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Examples of ConflictExamples of Conflict• Generational change:
Housestaff clash with primary care providers• Technology driven change:
Upgrading to electronic medical records• Change in scope of practice:
Should we admit to the hospitalists?• Something just isn’t fair:
What about our salaries?• Others
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Advantages of ConflictAdvantages of Conflict• Diffuse more serious conflicts• Stimulate search for new facts
or solutions • Enhance relationships • Increase cohesiveness
Conflict should be managed not eliminated
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Disavantages of ConflictDisavantages of Conflict• Time consuming • Disrupts progress/ problem
solving• Detracts from job at hand • Keeps people apart; if unresolved • Poor quality, lowers productivity• Reduces team effectiveness
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Types of ConflictTypes of Conflict
Intrapersonal Interpersonal
Intragroup Intergroup
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Sources of ConflictSources of Conflict
• Fear• Dishonesty • Boundaries• Negligence• Need to be right• Miscommunicatio
n
• Mishandling conflict in the past
• Hidden agenda• Revenge• Fighting the
“last war”
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Small Group WorkSmall Group Work• Take 5 minutes to
read the “case study” at your table and discuss the nature of the conflict presented
• REPORT OUT: What is the type and source of the conflict?
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Conflict ManagementConflict ManagementThe use of strategies
and tactics to move parties toward resolution or at least containment of a dispute that avoids further escalation and relationship destruction.
-Aschenbrenner
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Conflict Management 1Conflict Management 1• Identify critical information
Whose problem is this?What is the situation?Issues, history, players, stake holders
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Conflict Management 2Conflict Management 2• What organizational factors are
present? Policy/procedure, culture, working
conditions What personal factors do I need to
acknowledge? Personal issues, conflict resolution style,
what pushes my buttons
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Conflict Management 3Conflict Management 3• Personal inventory
What role does my behavior play in the dynamic?
What situational elements am I willing/able to change?
What are my resource constraints? What matters to me --
• winning?• The relationship?, • specific outcome?
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Conflict Management 4Conflict Management 4• Increase my effectiveness
Acknowledge my own feelings!!If not purely interpersonal –separate
the problem and the peopleFocus on interests – not positionsGenerate solution optionsConsider measurable outcomesRecognize successful conflict
management
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Conflict ManagementConflict Management
Tailor your conflict management strategies to match situations with peers, supervisors or those that report to you.
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Conflict Management: Conflict Management: PeersPeers
• Shared interest/goals• Non competitive approaches• Solve this without involving
others• Set the ground rules early • Consider humor• Cultivate relationships at all
times, not just during conflict
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Conflict Management: Conflict Management: SuperiorsSuperiors
• Present relevant data accurately/concisely
• Be explicit about what you want • Be explicit about yourself• Link your goal to their values/goals• Acknowledge the constraints in their
positions • Understand organizational culture• Don’t expect gratitude or approval • Don’t cause them to lose face
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Conflict Management: Conflict Management: SubordinatesSubordinates
• Match actions and words• Assume they know more about you
than you think • Be explicit about expectations and
consequences • Give and accept feedback in private• Deal fairly and objectively with poor
performance• Listen, learn [boomerang questions]• Be a coach not a player
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Small Group WorkSmall Group Work• Back to your case. In
15 minutes, discuss: Whose problem is this? What is the power
dynamic? Who are the stake
holders? What organizational
factors are present?• REPORT OUT: Give us
the bullets in 1 minute.
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Styles of ConflictStyles of ConflictSuccessful leaders
know their own preferred style of handling conflict, but vary their style to meet the needs of the situation..
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Styles of conflictStyles of conflict
High
Low
Competition Collaborate
Compromise
Avoidance AccommodateLow High
Cooperativeness
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AvoidanceAvoidance• “You don’t have a dog in this fight”• Cool down needed• No chance for success• Turn the other cheekDisadvantages
Missed opportunity to clarify issue Increases power differential Coward/pushover label Overused in healthcare
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CompetitionCompetition• True zero sum game • Time constraints• “Opponent's” only styleDisadvantages
Sets power wins patternIncreases power differentialNot helpful in personal relationshipsNo ownership in the solution
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AccomodationAccomodation• Issue more important to the other
party • Graceful exit strategy • Value the relationship • Competition getting no whereDisadvantages
You are a fixer/enabler Doormat Increase power differential
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CompromiseCompromise• Issue and relationship important • Need temporary or expedient
“fix”• Collaboration falters Disadvantages
Focus on position/solution not issuesLose-lose rather than win-win May miss a systems solution
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CollaborationCollaboration• Need to build support for implementation• Addressing complex problems• Change needed for the solution• Allows focus on goals, issues, values not positions or demands Disadvantages
Time consuming Both parties need to listen and learn Willingness to change Needs planning and team building
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Communication SkillsCommunication Skills• LISTEN, LISTEN, LISTEN• Respect• Cultivate trust • Stay clear, concise, positive • Recognize body language• Use “I” statements not “you” statements (avoid blame)• Articulate your needs• Acknowledge others’ needs • LISTEN, LISTEN, LISTEN
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Small Group WorkSmall Group Work• Back to your case. In
15 minutes, discuss: Discuss the pros and
cons of each approach to your conflict.
• REPORT OUT: Give us the bullets in 1 minute.
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Styles of ConflictStyles of Conflict• To proactively
manage conflict, choose the collaborative approach whenever possible.
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Successful Conflict Successful Conflict ManagementManagement
• Reconsider your definitions of conflict • Know your preferred style• Vary your style based on situation • Tailor your approach based on
involved parties• Proactively manage conflict –
anticipate • Communication – LISTEN