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1. Managing conflict and building
team, Delegation , decision
making and problem solving
By Sara M.
1801395

2. outlines
• Definition of conflict.
• Types of conflict and process of conflict.
• Cause of conflict.
• Conflict management.
• building team.
• Delegation

3. Managing conflict
Conflict is generally defined as the internal or external discord that
results from differences in ideas, values, or feelings between two or
more people.
Conflict is also created when
there are differences in economic
and professional values and when
there is competition among
professionals.

4. Types of conflict
Intrapersonal conflict occurs within the
person.
Interpersonal conflict happens between two
or more people with differing values, goals,
and beliefs and may be closely linked with
bullying, incivility, and mobbing.

5. Intergroup conflict occurs between two or more groups of people,
departments, and organizations.

6. Conflict process

7. Conflict process
first stage: latent conflict, implies the existence of antecedent
conditions such as short staffing and rapid change.
In this stage, conditions are ripe for conflict, although no conflict has
actually occurred and none may ever occur. Much unnecessary conflict
could be prevented or reduced.
For example, change and budget cuts almost invariably create conflict.
Such events, therefore, should be well thought out so that
interventions can be made before the conflicts created by these events
escalate.

8. second stage: If the conflict progresses, perceived conflict. is
intellectualized and often involves issues and roles. The person
recognizes it logically and impersonally as occurring. Sometimes,
conflict can be resolved at this stage before it is internalized or felt.
Stanton (2013) notes the importance when conflict is first perceived, to
directly address whether a conflict really exists. He notes that “we
often assume other people’s behavior is intentional when, in fact, they
may not be aware their actions are causing difficulties for someone
else. In an environment characterized by open communication and
mutual support, many conflicts can be resolved simply by pointing out
the problem”

9. third stage: felt conflict, occurs when the conflict is emotionalized. Felt
emotions include hostility, fear, mistrust, and anger. It is also referred to
as affective conflict. It is possible to perceive conflict and not feel it
(e.g., no emotion is attached to the conflict, and the person views it
only as a problem to be solved). A person also can feel the conflict but
not perceive the problem (e.g., he or she is unable to identify the cause
of the felt conflict).

10. fourth stage: manifest conflict, also called overt conflict, action is taken. The action
may be to withdraw, compete, debate, or seek conflict resolution. Individuals are
uncomfortable with or reluctant to address conflict for many reasons. These
include fear of retaliation, fear of ridicule, fear of alienating others, a sense that
they do not have the right to speak up, and past negative experiences with conflict
situations.
Indeed, people often learn patterns of dealing with manifest conflict early in their
lives, and family background and experiences often directly affect how conflict is
dealt with in adulthood. Gender also may play a role in how we respond to conflict.
Historically, men were socialized to respond aggressively to conflict, whereas
women were more likely taught to try to avoid conflicts or to pacify them.

11. final stage: in the conflict process is conflict aftermath. There is always
conflict aftermath—positive or negative.
If the conflict is managed well, people involved in the conflict will
believe that their position was given a fair hearing.
If the conflict is managed poorly, the conflict issues frequently remain
and may return later to cause more conflict.

12. Common Causes of Organizational Conflict
• poor communication
• inadequately defined organizational structure
• Individual behaviour (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

13. LEADERSHIP ROLES
1. Is self-aware and conscientiously works to resolve intrapersonal
conflict.
2. Addresses conflict as soon as it is perceived and before it becomes
felt or manifest.
3. Immediately confronts and intervenes when incivility, bullying, and
mobbing occur.

14. 4. Seeks a win–win solution to conflict whenever feasible.
5. Lessens the perceptual differences that exist between conflicting
parties and broadens the parties’ understanding about the problems.
6. Assists subordinates in identifying alternative conflict resolutions.

15. 7. Recognizes and accepts individual differences in team members.
8. Uses assertive communication skills to increase persuasiveness and
foster open communication.
9. Role models honest and collaborative negotiation efforts.
10. Encourages consensus building when group support is needed to
resolve conflicts.

16. MANAGEMENT FUNCTIONS
1. Creates a work environment that minimizes the antecedent conditions for conflict.
2. Establishes a workplace culture that has zero tolerance for incivility, bullying, mobbing, and violence.
3. Appropriately uses legitimate authority in a competing approach when a quick or unpopular decision needs
to be made.
4. When appropriate, formally facilitates conflict resolution among team members.
5. Accepts mutual responsibility for reaching predetermined supraordinate goals.
6. Obtains needed unit resources through effective negotiation strategies.
7. Compromises unit needs only when the need is not critical to unit functioning and when higher
management gives up something of equal value.
8. Is adequately prepared to negotiate for unit resources, including the advance determination of a bottom line
and possible trade-offs.
9. Addresses the need for closure and follow-up to negotiation.
10. Pursues alternative dispute resolution (ADR) when conflicts cannot be resolved using traditional conflict
management strategies.
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17. building team

18. Team: “a small number of people with complementary skills who are
committed to a common purpose, performance goals, and approach
for which they hold themselves mutually accountable” (Katzenbach and
Smith ,1993).

19. Team building is process of deliberately creating and unifying a group
into a functioning work unit so that specific goals are accomplished
(Farley & Stoner, 1989).

20. ADVANTAGES OF GROUPS
• Greater knowledge and information
• Increased acceptance of solutions
• More approaches to a problem
• Individual expression
• Lower costs

21. Leadership Role
234 p
- leader understands that a process is involved in creating effective
work teams. The process requires facilitation and a significant amount
of coaching from the leader.
- The role includes inspiring members to participate, preparing critical
questions, developing agendas and background materials, continually
coaching the group for effective functioning, and guiding the long-
range strategy.

22. - In planning for meetings, a good leader puts in the time and effort to
prepare all the members so that when they come to the meeting,
they know what the issues are and they are familiar with the
background of the task to be accomplished.
- putting the structure in place, and facilitating the work process.
- understands the basic differences among teams.
- also must be able to think carefully about the work to be
accomplished and determine whether it is primarily collective or
individual work.

23. - Encourages group members to participate
- Communicates enthusiasm and vision of group goals
- Motivates followers to accomplish group goals
- Models constructive group participation
- Inspires team collaboration
- Facilitates constructive group roles
- Monitors group process

24. Delegation
Delegation is getting work done through others or as directing the
performance of one or more people to accomplish organizational goals.
Delegation is giving someone else the authority to complete a task or
action on your behalf (Huston ,2009) .

25. Strategies for Successful Delegation
Plan ahead.
Identify necessary skill and education levels to complete the delegated task.
Select capable personnel.
Communicate goals clearly.
Empower the delegate.
Set deadlines and monitor progress.
Monitor the role and provide guidance.
Evaluate performance.
Reward accomplishment.

26. common delegation errors
Under-delegating
Over-delegating
Improper delegating

27. Under-delegating
Under-delegating frequently stems from the individual’s false
assumption that delegation may be interpreted as a lack of ability on
his or her part to do the job correctly or completely.

28. Over-delegation
In contrast to under-delegating, which overburdens the manager, some
managers over-delegate, burdening their subordinates. Some managers
overdelegate because they are poor managers of time, spending most
of it just trying to get organized. Others overdelegate because they feel
insecure in their ability to perform a task.

29. Improper Delegating
Improper delegation includes such things as delegating at the wrong
time, to the wrong person, or for the wrong reason. It also may include
delegating tasks and responsibilities that are beyond the capability of
the person to whom they are being delegated or that should be done
by someone with greater expertise, training, or authority.

30. Right of delegation
Right of
delegation
task
person
directionSupervision
Circumstances

31. LEADERSHIP ROLES
1. Functions as a role model, supporter, and resource person in
delegating tasks to subordinates.
2. Encourages followers to use delegation as a time management
strategy and team-building tool.

32. 3. Assists followers in identifying situations appropriate for delegation.
4. Communicates clearly when delegating tasks.
5. Maintains patient safety as a minimum criterion in determining the
most appropriate person to carry out a delegated task.

33. 6. Plans ahead and delegates proactively, rather than waiting until time
urgency is present and crisis responses are required.
7. Conveys a feeling of confidence and encouragement to the individual
who has taken on a delegated task.

34. 8. Is an informed and active participant in the development of local,
state, and national guidelines for unlicensed assistive personnel
(UAP)/nursing assistive personnel (NAP) scope of practice.
9. Is sensitive to how cultural phenomena affect transcultural
delegation.

35. 10. Uses delegation as a means for stretching and empowering workers
to learn new skills and be successful.
11. Works to establish a culture of mutual trust, teamwork, and open
communication so that delegation becomes a strategy health-care
workers feel comfortable using to achieve organizational, patient, and
personal goals.

36. References
Leadership And Nursing Care Management, Diane L. Huber ,Maryland Heights,
Missouri 63043
Leadership Roles and Management Functions in Nursing Theory and Application,
Bessie L. Marquis and Carol J. Huston, Lippincott Williams.