Approach to conflict

1. Conflict ResolutionConflict Resolution
Ann Marie O’GradyAnn Marie O’Grady
Physiotherapy ManagerPhysiotherapy Manager
Beaumont HospitalBeaumont Hospital
20052005

2. Areas of discussionAreas of discussion
 Outcomes of conflictOutcomes of conflict
 Ways of dealing with conflictWays of dealing with conflict
 Causes of conflictCauses of conflict
 Practical!Practical!

3. Outcomes of ConflictOutcomes of Conflict
NegativeNegative
∀ ↓↓ ProductivityProductivity
• Relevant information notRelevant information not
sharedshared
• Unpleasant emotionalUnpleasant emotional
experiencesexperiences
• Environmental stressEnvironmental stress
• Excessive consumption of timeExcessive consumption of time
• Decision making processDecision making process
disrupteddisrupted
• Poor work relationshipsPoor work relationships
• Misallocation of resourcesMisallocation of resources
• Impaired organisationalImpaired organisational
commitmentscommitments
PositivePositive
 Increased motivation andIncreased motivation and
creativitycreativity
 HealthyHealthy
interactions/involvementinteractions/involvement
stimulatedstimulated
 Number of identifiedNumber of identified
alternatives increasedalternatives increased
 Increased understanding ofIncreased understanding of
othersothers
 People forced to clarify ideasPeople forced to clarify ideas
more effectivelymore effectively
 Feelings aired outFeelings aired out
 Opportunity to changeOpportunity to change
bothersome thingsbothersome things

4. Ways of dealing with conflictWays of dealing with conflict
 AvoidAvoid
 AccommodateAccommodate
 CompeteCompete
 CollaborateCollaborate
 CompromiseCompromise

5. When to AvoidWhen to Avoid
 Issue is trivialIssue is trivial
 No chance of getting what you wantNo chance of getting what you want
 Potential damage of confrontationPotential damage of confrontation
outweighs benefits of resolutionoutweighs benefits of resolution
 When one needs to cool down, reduceWhen one needs to cool down, reduce
tensions, and regain perspective andtensions, and regain perspective and
composurecomposure
 When need to gather more informationWhen need to gather more information
 When others can resolve the conflict moreWhen others can resolve the conflict more
effectivelyeffectively
 When the issue seems symptomatic ofWhen the issue seems symptomatic of
another fundamental issueanother fundamental issue

6. Negative Consequences ofNegative Consequences of
AvoidingAvoiding
 Decisions are made by defaultDecisions are made by default
 Unresolved issuesUnresolved issues
 Energy sapped by sitting on issuesEnergy sapped by sitting on issues
 Self doubt created through lack of selfSelf doubt created through lack of self
esteemesteem
 Creative input and improvementCreative input and improvement
preventedprevented
 Lack of credibilityLack of credibility

7. When to AccommodateWhen to Accommodate
 When one realises one is wrongWhen one realises one is wrong
 When the issue is much more important toWhen the issue is much more important to
the other personthe other person
 When “credits” need to be accumulated forWhen “credits” need to be accumulated for
issues that are much more importantissues that are much more important
 When continued competition would onlyWhen continued competition would only
damage the causedamage the cause
 Whn preserving harmony and avoidingWhn preserving harmony and avoiding
disruption are especially importantdisruption are especially important
 When subordinates need to develop andWhen subordinates need to develop and
learn from their mistakeslearn from their mistakes

8. Negative Consequences ofNegative Consequences of
AccommodatingAccommodating
 Decreased influence, respect orDecreased influence, respect or
recognition by too much deference (Seenrecognition by too much deference (Seen
as a “soft touch”)as a “soft touch”)
 Laxity in disciplineLaxity in discipline
 Frustration as own needs are not metFrustration as own needs are not met
 Self-esteem underminedSelf-esteem undermined
 Relinquished best solutionRelinquished best solution

9. When to CompeteWhen to Compete
 When quick decisive action is requiredWhen quick decisive action is required
 On important issues for which unpopularOn important issues for which unpopular
courses of action need implementingcourses of action need implementing
 On issues vital toOn issues vital to
organisation/department welfareorganisation/department welfare
 When protection is needed againstWhen protection is needed against
people who take advantage of non-people who take advantage of non-
competitive behaviourcompetitive behaviour

10. Negative Consequences ofNegative Consequences of
CompetingCompeting
 Eventually being surrounded by “yes” peopleEventually being surrounded by “yes” people
 Fear of admitting ignorance or uncertaintyFear of admitting ignorance or uncertainty
 Distorted perceptionsDistorted perceptions
 Reduced communicationReduced communication
 Damage to the relationshipDamage to the relationship
 No commitment from the other personNo commitment from the other person
 Having to keep “selling” or policing the solutionHaving to keep “selling” or policing the solution
during implementationduring implementation

11. When to CollaborateWhen to Collaborate
 When both sets of concerns are too important to beWhen both sets of concerns are too important to be
compromisedcompromised
 When the objective is to test one’s own assumptions orWhen the objective is to test one’s own assumptions or
better understand the views of othersbetter understand the views of others
 When there is a need to merge insights from peopleWhen there is a need to merge insights from people
with different perspectives on the problemwith different perspectives on the problem
 When commitment can be increased by incorporatingWhen commitment can be increased by incorporating
other’s concerns into a consensus decisionother’s concerns into a consensus decision
 When working through hard feelings that have beenWhen working through hard feelings that have been
interfering with an interpersonal relationshipinterfering with an interpersonal relationship

12. Negative Consequences ofNegative Consequences of
CollaboratingCollaborating
 Too much time spent on an insignificantToo much time spent on an insignificant
issueissue
 Ineffective decisions made from input ofIneffective decisions made from input of
people unfamiliar with the situationpeople unfamiliar with the situation
 Unfounded assumptions about trustUnfounded assumptions about trust

13. When to CompromiseWhen to Compromise
 When goals are moderately important but notWhen goals are moderately important but not
worth the effort of potential disruption ofworth the effort of potential disruption of
more assertive approachesmore assertive approaches
 When two opponents with equal power areWhen two opponents with equal power are
strongly committed to mutually exclusive goalsstrongly committed to mutually exclusive goals
 When temporary settlements are needed onWhen temporary settlements are needed on
complex issuescomplex issues
 When expedient solutions are necessary underWhen expedient solutions are necessary under
time pressuretime pressure
 If a back up approach is needed whenIf a back up approach is needed when
collaboration or competition failcollaboration or competition fail

14. Negative Consequences ofNegative Consequences of
CompromisingCompromising
 No one fully satisfiedNo one fully satisfied
 Short lived solutionShort lived solution
 A cynical climate through perception of aA cynical climate through perception of a
sell outsell out
 Losing sight of the larger issues,Losing sight of the larger issues,
principles, long term objectives, valuesprinciples, long term objectives, values
and the organisation’s welfare byand the organisation’s welfare by
focussing on practicalitiesfocussing on practicalities

15. Causes of ConflictCauses of Conflict
 CommunicationCommunication
 StructuralStructural
 SystemicSystemic

16. CommunicationCommunication
MisunderstandingMisunderstanding
TalkingTalking
FeedbackFeedback
 Timing can be difficult asTiming can be difficult as
is emotionally chargedis emotionally charged
 Act on intuition reAct on intuition re
respond immediately orrespond immediately or
wait until laterwait until later
 Ask questions- Gives youAsk questions- Gives you
more time to thinkmore time to think
 Don’t apologise unlessDon’t apologise unless
there is something to bethere is something to be
apologised forapologised for

17. StructuralStructural
Decide on rules ofDecide on rules of
engagementengagement
Clarify roles andClarify roles and
responsibilitiesresponsibilities
Define expectationsDefine expectations
 May be no structuresMay be no structures
or processes foror processes for
clarification, causingclarification, causing
conflict/frustrationconflict/frustration
 Issues of power,Issues of power,
control and territorycontrol and territory

18. SystemicSystemic
 Long running over timeLong running over time
 Often result of longOften result of long
standing unresolvedstanding unresolved
communication orcommunication or
structural difficultiesstructural difficulties
 Clash of values/beliefsClash of values/beliefs
 ““Games” are playedGames” are played
 Logic does not alwaysLogic does not always
workwork
 Solution may need to beSolution may need to be
very creative, “hard tovery creative, “hard to
put a finger on”put a finger on”
 Need 3Need 3rdrd
partyparty
interventionintervention
 Need to break up theNeed to break up the
conflict relationshipconflict relationship
 Talking will not solve it!!Talking will not solve it!!
 Never do anything onNever do anything on
your own, always haveyour own, always have
witnesseswitnesses
 Will need support forWill need support for
yourself when dealingyourself when dealing
with this type of conflictwith this type of conflict

19. Role playRole play
 Scenario 1Scenario 1
 Scenario 2Scenario 2

20. Feedback from role playFeedback from role play
 How did you feel?How did you feel?
 What worked well?What worked well?
 What hindered conflict resolution?What hindered conflict resolution?

21. ReviewReview
 What have you learnt ?What have you learnt ?
 What do you intend to do differentlyWhat do you intend to do differently
tomorrow?tomorrow?