Conflict Management and Negotiation Alcantara, P., Davidon, M., Erispe, T., Osano, C., Yu, J.

Learning Outcomes

Compare and contrast types of conflict Describe conflict management and negotiation

strategies to manage workplace issues

Integrate conflict management and negotiation with concepts of self esteem and power

Conflict

The process that begins when one party perceives that the other

[party] has negatively affected, or is about to negatively affect,

something that he or she cares about

(Thomas as cited by Hibberd, Valentine & Clark, 2006)

Types of Conflict

Intrapersonal Interpersonal

Intergroup

(Hibberd, Valentine & Clark, 2006)

Intrapersonal Conflict

My two-year-old child is sick, and I would like to stay home and take care of him.

However, I am s c h e d u l e d t o work tonight. No o n e e l s e i s available to cover my shift. What should I do?

Interpersonal Conflict

Did you just get back from your first break? FYI, First break is 30 minutes, and lunch break is 1 hour, there is a MAJOR difference!

Oh FYI, today is my first day at work. Everyone was too busy to orient me regarding breaks!

Intergroup Conflict

We need a raise! We have been waiting for two years. This is long overdue!

We cannot just decide on this. The Ontario Government mandates this and there is a collective agreement that we have to follow.

What Is Your Spirit Animal?

(Ty, 2009)

Conflict Management Strategies

(Gammelgard, 2009)

Thomas-Kilmann Conflict Mode Instrument

Competing Collaborating

Avoiding Accommodating

Compromising

Ass

ertiv

enes

s

Cooperativeness

Hig

h

High

Low

Low

(TNMCoaching, 2009; Hibberd et al., 2006; Yoder-wise, 2011)

Avoiding Lose Lose Unassertive, uncooperative Short-term resolution

Competing Collaborating

Avoiding Accommodating

Compromising

(TNMCoaching, 2009; Hibberd, et al., 2006; Yoder-wise, 2011)

Competing Win Lose Assertive, uncooperative Short-term resolution

Competing Collaborating

Avoiding Accommodating

Compromising

(TNMCoaching, 2009; Hibberd, et al., 2006; Yoder-wise, 2011)

Accommodating Lose Win Unassertive, cooperative Short-term resolution

Competing Collaborating

Avoiding Accommodating

Compromising

(TNMCoaching, 2009; Hibberd, et al., 2006; Yoder-wise, 2011)

Compromising No win No lose Moderately assertive, cooperative Short-term resolution

Competing Collaborating

Avoiding Accommodating

Compromising

(TNMCoaching, 2009; Hibberd, et al., 2006; Yoder-wise, 2011)

Collaborating Win Win Fully assertive, cooperative Long-term resolution

Competing Collaborating

Avoiding Accommodating

Compromising

(TNMCoaching, 2009; Hibberd, et al., 2006; Yoder-wise 2011)

Negotiation

A process of communicating back and forth for the purpose of

reaching a joint decision

(Fisher, Ury & Patton as cited by Hibberd, et al., 2006)

Day-to-Day Negotiation versus Collective Bargaining

Day-to-Day Negotiation

Process that emphasizes the need to maintain long-term interpersonal relationships

Built on trust, creativity, and cooperative decision-making

Resolve conflict through communication, exchange of ideas and commitment to a course of action

Collective Bargaining

Has an identifiable time frame (start & completion dates)

Rules govern the process (labour laws, regulations)

Any or all of the Thomas-Kilmann (1974) strategies might be observed during the process

(Hibberd, et al., 2006)

Negotiating Styles

Hard positional negotiation Each party takes a position on certain issues; tends to strain

relationships and may destroy them during bargaining

Soft bargaining Emphasis on friendliness, trust, making offers and

concessions, and avoiding confrontation

Principled bargaining Based on collaborative process that looks beyond the

problem to the interests and mutual gains; depersonalized, and energies are focused on issues rather than on defending positions

(Fisher et al. as cited by Hibberd, et al., 2006)

Negotiating Process

Analyzing Planning

Negotiating

Following Up

(Hibberd, et al., 2006)

Negotiating Tactics

Silence Answers that dont

answer

Good guy/bad guy

Limited authority

Dumb may be smart Nibbling

Package deal Deadlines

Trial balloon

Change of pace

Extreme demands

(Hibberd, et al., 2006)

Case Study

You are the supervisor of a rehabilitation unit. Two of your youngest female RNs come to your office today to report that a young male paraplegic patient has been making lewd sexual comments and gestures when they provide basic care. When you question them about their response to the actions of the patient, they maintain that they normally simply look away and try to ignore him, although they are offended by his actions. they are reluctant to confront the patient directly.

Because it is anticipated that this patient may remain on your unit for at least a month, the RNs have asked you to intervene in this conflict by either talking to the patient or by assigning other nurses responsibility for his care.

(Adapted from Marquis & Huston, 2012)

Reference

Gammelgard, A. (2009). Conflict Management featuring Ken Thomas, PhD [Video file]. Retrieved from https://www.youtube.com/watch?v=istexb8kwkI

Hibberd, J. Valentine, P. & Clark. L. (2006) Conflict resolution and negotiation. In J. Hibberd and D. Smith (Eds). Nursing leadership and management in Canada (3rd edition). Toronto: Elsevier Canada.

Marquis, B. L., & Huston, C. J. (2012). Leadership roles and management functions in nursing: Theory and application (8th ed.). Philadelphia: Lippincott Williams & Wilkins.

Registered Nurses Association of Ontario (2013). Developing and sustaining nursing leadership. Toronto: Registered Nurses Association of Ontario. Retrieved from http://www.rnao.org

TNMCoaching. (2009). THOMAS KILMANN EXPLAINED [Video file]. Retrieved from https://www.youtube.com/watch?v=w2P9jW4_Q8s

Ty, R. (2009). Conflict Management Strategies Rey Ty [Video file]. Retrieved from https://www.youtube.com/watch?v=RFWcprc6tck

Yoder-Wise, P. S. (2011). Leading and managing in nursing. St. Louis, Mo. : Elsevier Mosby.

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