managing and mitigating conflict in health care teams · psychological empowerment and conflict...
TRANSCRIPT
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MANAGING AND MITIGATING CONFLICT IN
HEALTH-CARE TEAMS
September 15, 2016
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Managing and Mitigating Conflict in Health-care teams: Speaker
Althea Stewart-Pyne, RN MHsC Program Manager
Healthy Work Environment
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Session Objectives
• Learn about interpersonal conflict in the workplace • Understand how to prevent and manage conflict in
the workplace • Learn about de-escalation strategies • Understand how conflict impacts health & well being
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Systematic Review Findings • Conflict is prevalent in health-care organizations
• Appropriate conflict management is integral in
obtaining positive outcomes from conflict
• Thematic analysis revealed several common themes
with four categories: (1) interventions; (2) individual
characteristics; (3) contextual factors; and (4)
interpersonal factors. 4
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When you hear the word “conflict”
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Understanding Conflict 1. What is Conflict 2. Antecedents of Conflict 3. Outcomes of Conflict 4. Responding to Conflict
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What is Conflict?
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Conflict • A disagreement between two or more individuals or
groups… (Almost, 2006)
• May include differences of ideas, perceptions, desires, needs, goals, and responsibilities (RNAO, 2013)
• Inevitable and global (RNAO, 2012)
• Not inherently negative, can be an opportunity for growth, learning, and change (Almost, 2006) 8
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Antecedents of Conflict
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• Individual Characteristics • Value differences • Demographics
• Interpersonal Factors • Lack of trust • Injustice or disrespect • Inadequate or poor communication
• Organizational Factors • Interdependence
(Almost, 2006; RNAO 2012)
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Conflict is not… • Bullying • Workplace violence • Harassment • Ostracism
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Disagreement • Disagreement is the key cognitive component in
conflict and occurs when there is a divergence of
values, needs, opinions, or goals between
individuals. However, disagreement by itself is not
conflict.
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Core process of conflict
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The core process of conflict is the behaviour where individuals oppose or interfere with another’s interests or goals. (Barki & Hartwick 2004),
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Types of Conflict Intra-group conflict: these occur (within) between
individual members of the same group (team, family,
nurses, physicians) (Jehn, K. A. (1995).
• Example: A patient care unit that is divided
over whether nurses should leave the unit
for their breaks is experiencing an intra-
group conflict.
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Types of Conflict Intergroup conflicts: these occur between groups. A
conflict between two care providers, each
representing a different classification (Eliot R. Smith/Diane M.Mackie, Social Psychology(2007) p. 515
e.g. (Nurses, Physiotherapists, Physicians), would be
an example of intergroup conflict.
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Intrapersonal Conflict An individual is in an intrapersonal conflict,
• if he or she has difficulty making a decision
because of uncertainty,
• if he or she is pushed or pulled in opposite
directions (RNAO, 2012).
• (The need to be at home for family reasons, and
the contractual need to be at work). 16
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Interpersonal conflict is defined as: “a dynamic process that occurs between interdependent
individuals and/or groups as they experience negative emotional reactions to perceived
disagreements and interference with the attainment of their goals.”
(Barki & Hartwick, 2004)
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Interpersonal Conflict • This type of conflict occurs between 2 or more
individuals. They can be arguments, differences of
opinion or physical altercations. (RNAO, 2012).
• (Personal needs conflict, Nurse A wants to use the
computer to chart, but Nurse B wants to use the
computer to research a topic…their needs cause
conflict)
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10 second break
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Types of Interpersonal Conflict
Task
Process Relationship
(Rogers et al., 2011; RNAO, 2012) 20
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Antecedents of Conflict
(RNAO, 2012) 21
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Antecedents of interpersonal conflict Most frequently identified antecedents include: • lack of emotional intelligence, • personality traits, • various aspects of the job and work environment, • role ambiguity, • role of the manager, • lack of support among colleagues, and • poor communication. (Almost, Wolff, Stewart-Pyne, McCormick, Strachan, D’Souza, 2016; RNAO, 2012)
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Individual characteristics • Value differences • Demographic dissimilarity (Almost, 2006; Hyrkäs & Dende, 2009; Rodwell & Demir, 2012; Pines et al., 2011;
RNAO, 2012)
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Interpersonal Factors • Lack of trust • Interpersonal Justice: respect and dignity • Inadequate or poor communication • Interactional Justice • Informational Justice
• Providing each other with information and rationale as to decisions
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(Almost, 2006; Hyrkäs & Dende, 2009; Rodwell & Demir, 2012; Pines et al., 2011; RNAO, 2012)
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Organizational Antecedent Factors
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Organizational conflict • Interdependence • Changes due to restructuring
26 Almost 2006
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Sources of Conflict • Other staff • Managers • Manager’s Leadership Style • Individual’s Cultural or Ethnic Background • Members • Visitors • Volunteers (RNAO, 2012).
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OUTCOMES OF CONFLICT
What happens when conflict is resolved effectively? What happens when it is not?
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Consequences of Conflict
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Individual Level: • Job stress • Job dissatisfaction • Absenteeism • Intent to leave • Increased grievances • Psychosomatic complaints (e.g. headaches) • Negative emotions (anger, frustration)
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Consequences of Conflict
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Negative Interpersonal Relationships: • Negative perception of others • Hostility • Avoidance
Positive Interpersonal Relationships:
• Stronger relationships • Team Cohesiveness (RNAO 2012)
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10 sec humour break
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Defense Mechanisms • Aggression • Displacement • Compensation • Compromise • Withdrawal • Fixation
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Responding to Conflict
• How do you respond to conflict? • What’s the ‘best’ way of responding to conflict? • Are you comfortable responding to conflict?
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Managing Conflict at work
• Identify the issue (s) • what is the real problem? • Is your perception of the problem different than the
other person (s) involved? • Allow the other person to express their concern • Accept responsibility if you are at fault and reframe
emotions • Apologize for your part in the conflict (RNAO, 2012)
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Managing Conflict • Use open, honest and transparent communication • Provide constructive and supportive feedback • Handle the conflict sooner rather than later • Invite the other person to talk about the situation in
an undisturbed location (let the other person speak without interruption)
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De-escalation • Assume a calm, firm stance – stand or sit tall,
shoulders back, hands quiet and give the person your full attention
• Speak in a clear voice but calmly and at a normal volume
• Acknowledge feelings and paraphrase what the person is saying
• Do not interrupt or try to problem-solve until the person has calmed down
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De-escalation • Listen, reflect on what you hear the person saying • Pay attention to tone…avoid sounding patronizing or
sarcastic • Once the person is calm, ask what they want to have
happen and how they might approach finding a solution
(RNAO 2012)
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Influencing Practice • All practitioners, leaders and managers should be
aware of the antecedents of interpersonal conflict • Enact policies ensuring strategies and interventions
are developed and implemented to support healthcare teams
• All individuals in organizations should learn effective conflict management skills, develop awareness and understand conflict through formal processes
(Almost, Wolff, Stewart-Pyne, McCormick, Strachan, D’Souza, 2016; RNAO, 2012)
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Thomas-Kilmann Conflict Mode Instrument ©
Competing Collaborating
Avoiding Accommodating
Compromising
Assertive
Cooperative (IREM, 2015; Sources of Insight, 2015)
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Conflict Response Strategies
Accommodating • You put the other person/group
ahead of your own needs, even to your own detriment
• Maintains relationships • Can breed resentment when
overused • Effective when the other
person/group offers a better solution than your own
Avoiding • The action of inaction • You are not pursuing your own
needs, nor are you helping the other person/group to meet their own
• Effective for trivial issues, or as an interim solution while emotions settle down
• Postpones meaningful resolution
(IREM, 2015; Sources of Insight, 2015) 41
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Conflict Response Strategies
Compromising • Each person/group gives up
something to meet the other half-way
• The middle ground • Effective for when both goals
are equally important • May lead to dissatisfaction
Competing • A very assertive approach, when
your goals or needs come ahead of those around you
• Authoritarian approach • Effective for emergencies or
when a quick decision is needed • May lead to hostility or
resentment
(IREM, 2015; Sources of Insight, 2015) 42
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Conflict Response Strategies Collaboration
• Working together to achieve both goals mutually
• The “Win-Win” • Requires high levels of trust and respect,
and can also be very time consuming to pursue
• Resource intensive • Fosters healthy relationships
(IREM, 2015; Sources of Insight, 2015) 43
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WHICH STYLE ARE YOU? ACTIVITY FROM HTTP://IREM.ORG/FILE%20LIBRARY/CHAPTERSERVICES/CONFLICTMANAGEMENTWS/ACTIVITYCONFLICTMANAGEMENTSTYLESASSESSMENT.PDF
The most effective conflict management strategy is to be able to utilize all of the styles depending on the scenario.
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Managing & Mitigating Conflict Individual Recommendations
• Self-Reflective Practice – What happened, how did that make you feel, what you would you do
differently in the future
• Utilizing Counselling/Support Services as needed – Employee Assistance Programs
• Pursuing Education on Conflict & Conflict Resolution – Organizational Initiatives, Workshops, Conferences
• Demonstrating Accountability & Commitment – Leading by example
• Participation in HWE Initiatives & Decision Making (RNAO 2012)
(RNAO, 2012)
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Managing & Mitigating Conflict Individual Recommendations
• Communicating Clearly & Respectfully – A variety of communication tools exist, such as Crucial Conversations
• Fostering Trust – Keep commitments to yourself and to others
• Role Clarity – What is your role on your team? What are the roles of your team members?
• Professionalism • Empathetic Listening & Responses • Acknowledging Fault
– This is not the same as taking blame for a situation, but rather acknowledging your part in the conflict
(RNAO 2012)
(RNAO, 2012) 46
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Communication Strategies • Use standard cues or shared language • Observe and acknowledge what you are seeing • Reflect on what you hear, re-phrase • Be genuine • Be mindful and aware • Remain objective • Utilize “I” statements, avoid placing blame • Get creative • Practice!
(RNAO, 2012) 47
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Self-reflection • Do you know what the other person (group) wants? • Have you written the other person (group off)? • Are your emotions getting in the way? • Has the conflict become personal? • Is this conflict consuming all of your energy? • Picture the win-win situation
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General Strategies for Managing Conflict • Step 1: Raise self-esteem • Step 2: Stay issue-centered • Step 3: Increase tolerance • Step 4: Keep your perspective • Step 5: Keep assertive
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Conflict reducers • Attentive listening • Assertiveness • Respectful tolerance • Issue focus • Positive expectations • Wide perspective
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Summary • Conflict is Inevitable … personal and
team/organizational • Conflict is Greater with groups with diverse views,
norms, culture, experience, maturity, and values • Conflict consumes a large amount of energy and
contributes to professional/occupational stress • Goal … conflict management strategies
– Turn the energy into productive action – Strengthen communication: words, tone of voice,
facial expression and body language
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Summary • Identify the problem • maintain relationships • minimize cost • set a precedent • reach agreement quickly and efficiently • achieve a fair, reasonable, wise and durable
result …
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You made it!
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THANK YOU!
Questions?
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can it be resolved?. Journal of Interprofessional Care, 25(1), 4-10. • Cortese, C.G., Colombo, L., & Ghislieri, C. (2010). Determinants of nurses’ job satisfaction: the role of work-family conflict, job demand,
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17(3). 237-268. • IREM Conflict Management Styles Assessment (2015). Retrieved from:
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• Registered Nurses’ Association of Ontario (2012). Managing and Mitigating Conflict in Health-care Teams. Toronto, Canada: Registered Nurses’ Association of Ontario.
• Rogers, D., Lignard, L., Boehler, M. L., Espin, S., Klingensmith, M., Mellinger J. D., & Schindler, N. (2011). Teaching operating room conflict management to surgeons: clarifying the optimal approach. Medical Education, 45(9), 939-945.
• Sources of Insight. 5 Conflict Management Styles at a Glance. (2015). Retrieved from: http://sourcesofinsight.com/conflict-management-styles-at-a-glance/
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For more information... www.RNAO.ca
www.RNAO.ca/bpg
• Access the Guidelines for free • Get more details regarding our various implementation resources:
http://rnao.ca/bpg/implementation-resources
Contact: Althea Stewart-Pyne- [email protected]
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