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© 2010 Jones and Bartlett Publishers, LLC

Umiker's Management Skills for the New Health

Care Supervisor, Fifth Edition

Charles McConnell

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© 2010 Jones and Bartlett Publishers, LLC

Chapter 20

Conflict and ConfrontationConflict and Confrontation

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© 2010 Jones and Bartlett Publishers, LLC

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.

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© 2010 Jones and Bartlett Publishers, LLC

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

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© 2010 Jones and Bartlett Publishers, LLC

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.

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© 2010 Jones and Bartlett Publishers, LLC

Strategies for Coping with Conflict

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© 2010 Jones and Bartlett Publishers, LLC

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

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© 2010 Jones and Bartlett Publishers, LLC

Fight

If you fight, you could lose.

If you win a skirmish, it’s 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.

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© 2010 Jones and Bartlett Publishers, LLC

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.

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© 2010 Jones and Bartlett Publishers, LLC

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.

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© 2010 Jones and Bartlett Publishers, LLC

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

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© 2010 Jones and Bartlett Publishers, LLC

Win-Win

This true win-win approach is

usually the best alternative, but

it customarily requires more

creative solutions

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© 2010 Jones and Bartlett Publishers, LLC

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?

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© 2010 Jones and Bartlett Publishers, LLC

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?

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© 2010 Jones and Bartlett Publishers, LLC

Gearing up for Confrontation

• Practice success imagery.

• Adjust your self-talk.

• Rehearse.

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© 2010 Jones and Bartlett Publishers, LLC

When Confronting

Avoid sitting across a desk or table from the person.

Open the discussion by saying something like “Let’s 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.

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© 2010 Jones and Bartlett Publishers, LLC

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 person’s name frequently.

Seek a win-win solution.

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© 2010 Jones and Bartlett Publishers, LLC

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.

 

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© 2010 Jones and Bartlett Publishers, LLC

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 person’s viewpoint as

well as your own.

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© 2010 Jones and Bartlett Publishers, LLC

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.

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© 2010 Jones and Bartlett Publishers, LLC

To Be More Effective:

Do not be sarcastic or critical.

Avoid using the word “you.” It is

frequently followed by an attack on

the person’s ego.

To avoid retaliation, use the straw

man technique.

Be aware of your body language

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© 2010 Jones and Bartlett Publishers, LLC

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.

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© 2010 Jones and Bartlett Publishers, LLC

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.

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© 2010 Jones and Bartlett Publishers, LLC

Coping with an Angry Person

Never lose your cool Make no comments about the other

person’s 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.

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© 2010 Jones and Bartlett Publishers, LLC

Coping with an Angry Person

Ask questions. The person who asks the

most pertinent questions controls the

agenda.

Listen to the person’s outbursts without

interrupting.

Make certain that you understand the

problem.

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© 2010 Jones and Bartlett Publishers, LLC

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.


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