1 Umikers Management Skills for the New Health Care Supervisor Fifth Edition Charles McConnell 2 Chapter 20 Conflict and Confrontation 3 Disagreements Disagreements can be healthy as long as they culminate in positive solutions or force second looks at questionable situations When resolved disputes can foster improved relationships 4 Principal Causes of Conflict Unclear Expectations or Guidelines Poor Communication Lack of Clear Jurisdiction Differences in Temperaments or Attitudes Individual or Group Conflicts of Interest Operational or Staffing Changes 5 When Conflict is Suppressed It rarely goes away on its own It invariably worsens It eventually becomes more difficult to resolve It is more likely to result on long-lasting damage 6 Strategies for Coping with Conflict 7 Avoidance Avoidance may be appropriate when: The problem is not yours There is nothing you can do about it It is inconsequential and not worth the effort You need more information One of you is emotionally upset The possible disruption outweighs the benefits n You can see it will change if you can wait it out 8 Fight If you fight you could lose If you win a skirmish its still not over Your opponents may become saboteurs Choose to fight when someone is violating an important rule or committing an ethical or legal violations 9 Surrender Surrender can be appropriate when: You know the other party is right You have no stake in the issue Your chance of winning is infinitesimal Harmony and stability can be achieved Giving in on a minor item now can mean winning a more important one later 10 Compromise Compromise may be appropriate when: Opposing goals are incompatible A temporary settlement to complex issues is called for Time constraints dictate the need for an expedient solution Discussions have stalled 11 Collaboration The parties attack the problems rather than each other Problems are resolved through honest and open discussion Collaboration uncovers information challenges false assumptions or perceptions and promotes improved understanding It leads to better decisions 12 Win-Win This true win-win approach is usually the best alternative but it customarily requires more creative solutions 13 Confrontation Guidelines: Ask What do I want to accomplish What is the most I will give up What do I believe the other person wants What false assumptions or incorrect perceptions might the other party hold 14 Confrontation Guidelines: Ask Which strategy should I apply What are my hot buttons and what should I do if they are pushed If I plan to use a collaborative approach what special precautions should I take 15 Gearing up for Confrontation Practice success imagery Adjust your self-talk Rehearse 16 When Confronting Avoid sitting across a desk or table from the person Open the discussion by saying something like Lets see how we can solve this in a way that satisfies both of us Outline the problem then move to areas of agreement Listen attentively asking pertinent questions 17 When Confronting It often pays to ask the person what he or she wants Let the person know that you hear and understand content and feelings Use the persons name frequently Seek a win-win solution 18 When Confronting Emphasize your inability to change the past and affirm that you want to focus on the present and future Stay cool and avoid rhetorical or emotional escalation Let the other party save face; he or she should come away with something 19 To Be More Effective: Be prepared just as you would be for a debate Choose the best time and place Regard the other person not as an enemy but as a partner in problem solving Clarify the other persons viewpoint as well as your own 20 To Be More Effective: Focus first on a point of agreement then move on Be assertive not aggressive Attack the problem or the behavior and its results never the other person Do not cause your opponent to lose face; use no threats or ultimatums 21 To Be More Effective: Do not be sarcastic or critical Avoid using the word you It is frequently followed by an attack on the persons ego To avoid retaliation use the straw man technique Be aware of your body language 22 To Be More Effective: Control your voice Keep its volume pitch and rate under control Be diplomatic and tentative when facing firm resistance When you are cornered or upset escape by pleading stress 23 To Be More Effective: Do not get stuck believing that your solution is the only workable one Promise realistic rewards that you can deliver If you will then I will End on a positive note 24 Coping with an Angry Person Never lose your cool Make no comments about the other persons anger or tell him or her not to be angry Do not patronize or lecture When a person approaches you and you sense that he or she is angry greet the individual as a friend 25 Coping with an Angry Person Ask questions The person who asks the most pertinent questions controls the agenda Listen to the persons outbursts without interrupting Make certain that you understand the problem 26 Coping with an Angry Person Avoid becoming defensive or argumentative Empathize by paraphrasing what you think the person is angry about and why he or she feels that way Assure the person that something will be done
