One of the most successful keys to conflict management is the ability to make tradeoffs between issues under discussion. When teams discuss only one issue at a time and vote on outcomes under consideration, this results in less profitable outcomes than when teams discuss issues simultaneously and seek consensus.
Unanimous decision-making is time consuming, it encourages team members to consider creative alternative to expend the size of the pie and satisfy the interest of all members.
Unanimous rule can also present a problem. When an individual refuses to compromise he or she can force decisions on the entire group. Negotiation is necessary when no one can dictate a solution. Team members must agree for any decision to be binding.
Conflicts can become very costly and time consuming if not worked out with in a short amount of time. The strategy of multiple offers can be effective with the most uncooperative of negotiators. This strategy involves presenting the other party with at least two proposals of equal value to you. The other party is asked to indicate which to the proposals they prefer. This should reveal information about how the other side values trade offs between different components of the negotiations.
There are psychological benefits as well; when people believe they have more choices, they are more inclined to cooperate. Many people make the mistake of relying solely on intuition. This mistake leads to faulty assumptions about what other people want. In fact, intuition is almost completely unrelated to how well people actually do in negotiations.
Conflict will always arise in life but the main idea that people have to understand is how people handle the situation.
People may use the right way of solving a conflict or they might use the wrong approach to solving a conflict. Some of the points that you might not want to do when conflict occurs are timing, personalizing, brown bagging, and not listening. The first point is timing. People should pick the right time to have an argument. If you think about this, it seems good because all of these ideas would just make people argue even more and nothing would get resolved. If there is a problem, and then people should set some time away where there would be no distractions and resolve the conflict.
The term brown bagging is a major key in conflict because people try to list as many things wrong as they can think of in as much detail they can.
People do not limit themselves to the present because they will bring up things that already happened in the past that they have not gotten over. One of the last key points is listening. Many people who have conflict, some of the people do not want to listen to what the other person has to say. This is a main issue because if nobody listens to one another, then the conflict will never be resolved.
The people will be stuck in their ways and nobody will win in the situation. When it really comes down to resolving a conflict, the main things you need to know are what you want out of the situation. There is a difference between what you want and what you need to resolve the conflict. Lastly, each nurse is required to obtain six hours of training a year in which the hospital pays for. Training in new technology and procedures that are introduced is required and may be used for this purpose.
There are many strategies to deal with conflict; avoidance is one. Some types of conflict if left alone, will work themselves out.
However; because of the potential devastating nature of conflict; it should confronted; confront the situation and not the person. Even if one side has to lose, position the lost as something positive that can be built upon or negotiated later Nursing Strategies: Seven strategies for managing conflict Retrieved from http: Countering Workplace Conflict with Positive Communication.
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As a result, their reactions to the threat and dilemma posed by conflict should be anticipated to include varying understandings of the situation. These challenges contribute to our emerging sense, during conflict, that the situation is overwhelming and unsolvable.
As such, they become critical sources of potential understanding, insight and possibility. How do people respond to conflict?
There are three responses to conflict emotional, cognitive and physical responses that are important windows into our experience during conflict, for they frequently tell people more about what is the true source of threat that is perceived; by understanding the thoughts, feelings and behavior to conflict, a better insight into the best potential solution to the situation.
Emotional feelings are the feelings we experience in conflict, ranging from anger and fear to despair and confusion. Emotional responses are often misunderstood, as people tend to believe that others feel the same as they do. Thus, differing emotional responses are confusing and, at times, threatening. Cognitive thinking are our ideas and thoughts about a conflict, often present as inner voices or internal observers in the midst of a situation. Through sub-vocalization self-talk , people understand these cognitive responses.
Physical behavior can play an important role in our ability to meet our needs in the conflict. They include heightened stress, bodily tension, increased perspiration, tunnel vision, shallow or accelerated breathing, nausea, and rapid heartbeat.
These responses are similar to those we experience in high-anxiety situations, and they may be managed through stress management techniques.
Establishing a calmer environment in which emotions can be managed is more likely if the physical response is addressed effectively. Dealing with someone unwilling to negotiate can be difficult for the person who is trying to resolve the conflict. Another alternative is to focus on things we can do to influence conflicts in the future, rather than putting initial energy into understanding or solving problems we have had in the past.
By remaining relatively flexible about the agenda — taking on topics individuals care about, but not necessarily the most pressing issues — thus, creating an opportunity to reduce the fears associated with resistance.
While the conflict may not be able to be truly resolved, some key issues that exist will be managed and will help to prevent the issues from getting worse. Power is an important and complex issue facing anyone seeking a negotiated solution to a conflict. Before negotiating clarify the true sources of power in the room: She or he may also have coercive power, supported by contracts or statute that compels employees to behave in certain ways and do certain tasks associated with the job. Some may have a great deal of expertise power, accumulated from doing your job over a period of time.
And either may possess referent power, through which others show respect for the manner in which the employee conducts themselves. Generally, referent power accrues to those who demonstrate a mature willingness to seek collaborative solutions.
Impasse is the point within a dispute in which the parties are unable to perceive effective solutions. People feel stuck, frustrated, angry, and disillusioned.
Therefore, they might either dig their heels in deeper, anchoring themselves in extreme and rigid poitions, or they might decide to withdraw from negotiation. Either way, impasse represents a turning point in our efforts to negotiate a solution to the conflict.
As such, rather than avoiding or dreading it, impasse should be viewed with calmness, patience, and respect. Multi-party disputes are complex situations, and they require careful attention and persistence. In spite of using the same process expect everything to take a bit longer than if there where only two or three people.
Patiently make sure that all points of view are heard, that issues are clarified for all to see, and that all members in the group accept the agreements being negotiated. There are many different ideas of the steps for resolution, some claim five steps while others claim six or seven for the purpose of this paper Weeks eight step resolution style is identified.
Step one — Create an Effective Atmosphere. Creating the right atmosphere in which the conflict resolution process will take place is very important, yet most overlook its importance. The atmosphere is the frame around the canvas which will be painted the negotiations and building of better relationships Weeks, Step two — Clarify Perceptions. Perceptions are lenses through which a person sees themselves, others, their relationships, and the situations they encounter.
Perceptions have a great influence on behavior of people. Once people perceive something in certain way, even if the perception is wrong, in the mind it is that way, and often base behaviors on that perception Weeks, Step three — Focus on the Individual and Shared Needs.
This step builds on the previous step as needs as the conditions people perceive they cannot do without, those conditions critical to each persons wellbeing and relationships. However, step three focuses more on skills involved in the conflict partnership approach. There are several key points to keep in mind in this step. Step four — Build Shared Power.
Power is a part of every relationship. However, the way people perceive and use power is seen frequently as a dirty word. Such as when people use power as means to control or to manipulate some else to get what they want. Although, power is and of itself not corrupt, it is the way in which people use their power and whether they allow such power to corrupt.
Developing positive self power through a clear self-image means that we base our perceptions of ourselves not on what others expect of us or want us to be but what we believe to be our own needs, capabilities, priorities and goals Weeks, , p. All relationships and conflicts have a past, present and future. Resolving conflicts requires dealing with all three.
The conflict partnership process encourages the use of positive power to focus on the present-future to learn from the past. The past experiences people face set the landscape for present and future decision making and how relate to others Weeks, Step six — Generate Options. People have the ability to discover new possibilities in their relationships as well as conflict resolution. However, both are often impaired by the packaged truths and limited vision people hold onto in times of stress, insecurity, and conflict.
Generating options breaks through the predetermined restrictions brought into the conflict resolution process. Generating options imparts choices which specific steps to resolve conflicts and enhanced relationship can be agreed upon Weeks,
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Essay: Workplace Conflict Resolution Abstract This paper intends to look at the causes of conflict in the workplace and the effects that it can have on the employers, employees, and the organization as a whole. Conflict Resolution. Conflict resolution is the process of reaching an agreement between the parties which are having a conflict or it is a process of reaching a consensus and improve the cooperation between the conflicting parties, conflict resolution is a way to overcome the problems of conflict.
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