CONFLICT MANAGEMENT AND DECISION MAKING

CONFLICT MANAGEMENT AND

DECISION MAKING

Five Common Causes of Conflicts (15%)

Communication Breakdown
Poor communication or misunderstandings can easily lead to conflicts, especially if individuals are unclear about expectations, responsibilities, or decisions.
Differences in Values and Beliefs
When individuals have differing values, beliefs, or priorities, they may struggle to understand each other's perspectives, leading to disagreements.
Resource Competition
Limited resources such as time, staff, or equipment can create tension between individuals or departments competing for those resources.
Personality Clashes
Differences in personality types or working styles can cause friction, especially if individuals have contrasting approaches to work, communication, or leadership.
Role Ambiguity
Conflicts often arise when roles and responsibilities are not clearly defined, leading to confusion over who should perform specific tasks or make decisions.

b) Five Conflict Resolution Methods (25%)

Collaboration
This method involves both parties working together to find a mutually beneficial solution. It requires open communication and cooperation to address the concerns of both parties. For example, you could organize a meeting where both in-charges share their perspectives and work together to find common ground.
Compromise
Compromise requires both parties to give up something in order to reach an agreement. It is useful when both sides have legitimate concerns and are willing to make concessions. For instance, you may ask both in-charges to meet halfway on an issue that has caused the conflict.
Accommodation
One party agrees to put the other's needs or desires first to maintain harmony. This method may be used temporarily when the issue is minor or when preserving the relationship is more important than winning the argument.
Avoidance
In some cases, conflicts may be temporarily avoided by not addressing the issue directly. This method can be used when the conflict is trivial or when emotions are too high to resolve the issue immediately. However, it should not be a long-term solution.
Competition
This method involves one party standing firm and pursuing their own goals at the expense of the other. It may be appropriate in situations where a quick, decisive action is needed, such as in an emergency. However, it can create resentment and should be used sparingly.

c) The Decision-Making Process (40%)

Identify the Problem
The first step is to clearly define the issue that needs to be addressed. In this case, the problem is the conflict between the two ward in-charges. Understanding the root causes of their disagreement will help in choosing the right approach for resolution.
Gather Information
Collect all relevant data and information about the conflict. This may involve speaking with both parties individually, reviewing past interactions, and understanding their perspectives. The goal is to ensure that all relevant facts are considered before making a decision.
Identify Alternatives
Brainstorm possible solutions to resolve the conflict. Alternatives might include mediation, team-building exercises, reassigning tasks, or improving communication channels between the two individuals.
Evaluate the Alternatives
Assess the pros and cons of each potential solution. Consider factors such as how each solution will affect team dynamics, the long-term implications, and whether it addresses the underlying causes of the conflict.
Make a Decision
Choose the best solution based on the evaluation of alternatives. For example, you may decide that mediation followed by a collaborative project between the two in-charges is the most effective solution.
Implement the Decision
Put the chosen solution into action. This could involve arranging a mediation session with both parties, setting clear goals for improved communication, and providing support for the implementation process.
Evaluate the Results
After implementing the decision, monitor the situation to see if the conflict has been resolved and if the working relationship between the two in-charges has improved. If necessary, adjust the solution based on feedback and results.

d) Four Challenges in the Decision-Making Process (20%)

Incomplete Information
Sometimes, not all relevant information is available, which can lead to decisions being made on the basis of assumptions or incomplete data. This challenge can be mitigated by thorough investigation, but it can still delay the process or lead to suboptimal decisions.
Time Constraints
Decision-making can be constrained by time pressures, especially in a busy healthcare setting. Making rushed decisions without enough time to evaluate all options can lead to poor outcomes or unresolved conflicts.
Resistance to Change
Individuals involved in or affected by the decision may resist the proposed solution, either because they fear change or because they have strong feelings about the conflict. Overcoming resistance may require additional efforts in communication and trust-building.
Balancing Multiple Perspectives
Considering the viewpoints of all parties involved can make the decision-making process more complex. In cases of conflict, each side may have competing interests, and finding a solution that satisfies everyone can be difficult.