CONFLICT MANAGEMENT AND RESOLUTION
CONFLICT MANAGEMENT AND RESOLUTION
Define conflict (6%)
• Conflict is a discord, a state of disharmony, open or prolonged fighting, strife or friction OR
• Conflict is a disagreement resulting from individuals or groups that differ in Opinions, Attitudes, Beliefs, Needs, Values or Perceptions
(ii) Mention five (5) effects of conflict on the organisation
a) Absenteeism
b) Staff turnover – Joining and leaving
c) De-motivation
d) Non-productivity
e) Reduced trust
f) Poor decisions because of withheld or distorted information
g) Tension,
h) Anxiety
i) Drives out low conflict tolerant people
j) Stress
b) Briefly explain eight (8) common causes of conflict at work place 24%
a) Lack of communication
b) Feelings of being undervalued
c) Undefined/not clearly defined roles
d) Poor use of managerial criticism
e) Preferential treatment
f) Poor management/leadership
g) Impractical expectations
h) Overworked employees
i) Stress
j) Internal conflict
c) Using practical ward examples, explain five (5) conflict management styles you would use when faced with conflict at workplace 30%
Use avoidance
This is a lose - lose situation
Both parties are neither assertive nor cooperative
It is used when an issue is trivial (less important)
It is also used to temporarily delay, allow emotions to cool then negotiations begins later
Use accommodation
This is a win-win situation
When using this style, it requires that one part is more cooperative and less assertive than the opponent
It is used when you find you are wrong and your opponent is right
It is acts as a favor
It is necessary to use when one wants to build relationship
Use competition
This is a win-lose situation,
For this style to be used, one part should be more assertive than opponent
It is used in situations when quick, decisive action vital
It is necessary strategy to use when one don’t trust the opponent
Use compromise
This is a lose-lose situation
This strategy is used where both parties are neither fully assertive nor fully cooperative
It is used in situations in which goals are important but not worth the effort/disruption of more assertive approach
Use collaboration
This is a win-win situation,
This style requires that both parties are assertive and cooperative
It is used When concerns are too important to be compromised
It is also used when the objective is to merge insights, gain commitment
It a necessary strategy to use when you have the time
d) Identify and explain five (5) forms of power that a nurse manager posses, indicating how each form of power should be appropriately used while running a ward or department (30%)
a) PUNISHMENT OR COERCIVE POWER
This is the form of power a midwife leader/manager posses based on penalties that a manager might impose if the individual or a group does not comply with authority.
This form of power can be effectively used by the manager to leader the staff when:-
Rules and requirements are explained and ensured that the staff has understood the serious consequences for the violations.
Punishment must be applied in line with the organisations’ disciplinary code.
A manager should respond to infractions promptly and consistently without showing favouritism to certain individuals or group of staff.
Investigations must be instituted to get the truth before using any reprimands and avoid jumping into conclusions or making quick accusations
Sufficient oral and written warnings must be provided before restoring to punishment, unless for very serious infractions.
Warnings and punishments should be administered in privacy and marking of rash threats avoided.
There must be expression of sincere desire to help the person comply with the role expectations and thereby avoid punishment.
The person must be invited to suggest ways to correct the problem and seek agreement on concrete plan
A manager should maintain credibility by administering punishment when non compliance continues after several threats and warnings have been made
b) LEGITIMATE POWER
A midwife leader/manager’s power which stems from manager’s right to make a request due to authority associated with the job and ranking in organisational hierarchy.
To effectively apply this power to lead the staff, the manager should:-
Make polite and clear requests ,
Explain the reasons for the request,
Not exceed their scope of authority as this may lead to abuse of office and authority’
Verify authority whenever necessary’
Follow proper channels established formally’
Follow up to verify compliance and
Insist on compliance if necessary to the requests made.
c) Expert power
A midwife leader/manager s’ power which is based on peculiar skills, knowledge and competence a manager posses
For it to be effectively used to lead the staff, the nurse manager should:
Give reasons for a request or proposal and explain its importance,
Provide evidence that the proposal will be successful’
Not make hasty, careless or uncoordinated statements’
Not exaggerate or misrepresent the facts’
Listen seriously to the persons’ concerns and suggestions and
Act confidently and decisively during a crisis or a critical situation.
d) Referent power
The power a midwife leader/manager posses which is based on admiration and respect as an individual.
To effectively utilize this power in leading staff, the nurse manager should:
Show acceptance and positive regard
Act supportively and helpfully to subordinates
Use sincere forms of ingratiation’
Defend and back up the staff when appropriate’
Do unsolicited favours’
Make self-sacrifices to show concern, and
Adhere and keep promises made to the staff and others.
e) Information power
The form of power a midwife leader/manager poses based on an individual’s access to valued data that is needed to by others.
To effectively utilize this power in leading staff, one should:
Be able to debrief the staff the deliberations that were discussed in important gatherings such as seminars or conferences.
Should be able to write full reports and circulate the reports to the other members of staff of what was discussed in the gatherings attended, more especially that which concern them.
Demonstrate great skill in teaching patients difficulty self care activities and is sought out by colleagues to help them teach their patients
Should show insight and understandings during meetings and presentations being done and be able to direct the talks in the right direction using the valuable information he/ she posses
f) Reward power
The form of power that is the midwife as a leader/manager posses based on an inducements offered to subordinates by the manager in exchange for the contributions that advance her/ his objectives.
To effectively use this power in leading the staff, the manager should:
Offer rewards that are in line with organisational policies and fair’
Promises made are only those he/she can manage
Explain well the criteria for giving the reward and keeping the explanations simple’
Should provide rewards as promised when requirements are met by the staff,
Given rewards are those which the staff desire.
Ensure rewards are used symbolically and not in a manipulative way
CONFLICT MANAGEMENT AND RESOLUTION
Conflict is a natural part of human interaction, occurring in workplaces, relationships, and communities. Effective conflict management helps resolve disputes constructively, while conflict resolution aims to find mutually acceptable solutions.
1. Types of Conflict
Interpersonal Conflict → Between individuals (e.g., coworkers, friends).
Intrapersonal Conflict → Internal struggle (e.g., moral dilemmas).
Organizational Conflict → Workplace disputes (e.g., leadership clashes).
Intergroup Conflict → Between teams or social groups.
2. Causes of Conflict
Miscommunication
Competition for resources
Differences in values/goals
Power struggles
Unmet needs or expectations
3. Conflict Management Styles (Thomas-Kilmann Model)
| Style | Description | When to Use |
|---|---|---|
| Competing | Assertive, uncooperative (win-lose) | Quick decisions, emergencies |
| Collaborating | Assertive, cooperative (win-win) | Important long-term issues |
| Compromising | Middle-ground (give & take) | When both sides need partial satisfaction |
| Avoiding | Passive, ignores conflict | When issue is trivial or emotions are high |
| Accommodating | Cooperative, yielding | When relationship matters more than the issue |
4. Steps in Conflict Resolution
Identify the Root Cause – What is the real issue?
Listen Actively – Understand all perspectives (use "I" statements).
Stay Calm & Respectful – Avoid blame, focus on behavior, not personality.
Find Common Ground – Agree on shared goals.
Brainstorm Solutions – Explore win-win options.
Negotiate & Agree – Choose the best solution.
Implement & Follow Up – Ensure the resolution works.
5. Techniques for Effective Conflict Resolution
Mediation (neutral third party helps).
Negotiation (bargaining for mutual benefit).
Problem-Solving Approach (focus on facts, not emotions).
Assertive Communication (clear, respectful expression of needs).
6. Benefits of Proper Conflict Resolution
✔ Improves relationships & teamwork.
✔ Enhances communication skills.
✔ Boosts productivity & morale.
✔ Prevents escalation & resentment.
Key Takeaway:
Conflict is inevitable, but managing it well leads to stronger relationships and better outcomes. The goal is not to eliminate conflict but to resolve it constructively.
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