Watch the Mutiny case video: http://www.ihi.org/education/IHIOpenSchool/resource

ID: 127424 • Letter: W

Question

Watch the Mutiny case video: http://www.ihi.org/education/IHIOpenSchool/resources/Pages/Activities/Mutiny.aspx .

Read Chapter 11 and analyze the case in terms of the type of conflict and method of conflict management (4 paragraphs) Compose your paper in MS Word.

To what extent does the case reflect a relationship conflict?

To what extent does the case reflect a task conflict?

To what extent does the case reflect a process conflict?

Which of the five methods of conflict management would you use to resolve the issue?

Answer this additional question (1 paragraph):

Explain how it can be difficult to speak up when someone in a position of power displays unsafe behavior.

Explanation / Answer

Conflict is serious disagreement and argument about something important. If two people or groups are in conflict, they have had a serious disagreement or argument and have not yet reached agreement.

A conflict is a serious difference between two or more beliefs, ideas, or interests. If two beliefs, ideas, or interests are in conflict, they are very different

Types of conflict

Interpersonal conflict

Intrapersonal conflict

Intragroup conflict

intergroup conflict

Refers to a conflict between 2 individuals

This occur typically due to how people are different from on another

Interpersonal conflict gets too destructive, calling in a mediator would help so as to have it resolved

Refers to occur within an individual

This involve psychological involvement

It is very difficult o handle

Experience evoked appositive change which will help in you in your own personal growth

This type of conflict that happens among individual within a team.

It arises from interpersonal disagreement

Or differences in views abd ideas.

Refers to when misunderstanding arises among different teams within an organization.

This is due to varied set of goals and interest of these different groups.

Conflict management:

Accommodating: it refers to smoothing things over. The goal with this tactic is to yield- to preserve harmony and relationships at all costs. It may be used effectively.

Compromising: it refers to a bargaining process that often results in a less-than-ideal solution as concessions are made. Still, this tactic may be useful in arriving at a temporary settlement on a complex issue or a quick fix when time is of the essence.

Collaborating: it refers to true problem solving approach. The goal is to find a mutual solution when both sets of interests are too important to be compromised. The process of collaborating involves high amounts of both assertiveness and cooperation with different perspectives attempt to merge their insights and work through the conflict. This is the most effective style of managing conflict.

Avoiding: generally it is not advisable. This can be used strategically, experts recommend using avoidance only when the issue is of small importance, when there is a powerful opponent, or potentially damage of a confrontation outweighs the benefits. Nurses who avoid conflict at all costs are at odds with the profession’s goal to advance the standard of care delivery

Competing: it refers to negative way to manage conflict. This goal is characterized by high assertiveness and low co-operation. A nurse manager who uses this tactic too often, however, will likely end up with a team of underpowered nurses who are in decisive, slow to act, and prone to withhold feedback.

Question no:2

Poor communication:

There is a poor communication between nurse managers and staff nurses so there is no appropriate delivering care. Hence there is a intergroup conflict arises.

Lack of information: when nurses are continually experiencing changes that they were not informed about informed about, or if there are decisions being made that the staff feel it should be involved in, this can bring about conflict between nurse managers and nurses.

Lack of resources: if nurses feel there is a lack of resources needed to do their job, competition will arise among nurses for the available resources. The nurses who are unable to obtain what they need to perform their duties will begin to blame management for the lack of necessary resources.

Personal relationships: a work environment can be stressful place, and it can be made worse when personal differences begin to develop between employees. Of the major analyse factor, of work place conflict, personal relationships can be particularly counterproductive.

Incompetent managers; incompetent mangers can create conflict in the work place.

Question 3:

Set Boundaries. Everyone deserves to be treated with respect — even during an argument.

Find the Real Issue. Typically, arguments happen when one partner’s wants are not being met. Try to get to the heart of the matter. If your partner seems needy, maybe they are just feeling insecure and need your encouragement.

Agree to Disagree. . Focus on what matters. If the issue is too important for you to drop and you can’t agree to disagree, then maybe you’re not really compatible.

Compromise When Possible. Easy to say but hard to do, compromising is a major part of conflict resolution and any successful relationship.

Consider Everything. Is this issue really important? Does it change how the two of you feel about each other? Are you compromising your beliefs or morals? If yes, it’s important that you really stress your position

Question no:4

Stage 1: potential opposition or incompatibility

Antecedent conditions are:

Communication

Structure

Personal variables

Stage 2:cognition and personalization:

Perceived conflict

Felt conflict

Stage 3: intentions:

Competing

Collaborating

Compromising

Avoiding

Accommodating

Stage 4: behavior

Overt conflict

Nurses behavior

Other’s reaction

Stage 5:outcomes

Increased group performance

Decreased group performance

Question 5:

The best method of conflict management is collaborating. Intercollaboration working with different teams will give fruitful conflict resolution

Question 6:

Encourage employees to work it out. Remember you're their manager, not their mother.

Nip it in the bud quickly.

Listen to both sides.

Identify the real issue.

Consult your employee handbook.

Find a solution.

Write it up.

Teach them how to talk.

Lead by example