Download to read offline
More Related Content
Similar to FON-2 Concept of Value Belief LECTURE2.pptx
![Understanding-Conflict-and-How-to-Resolve-It_(1)[1].pptx](https://cdn.slidesharecdn.com/ss_thumbnails/understanding-conflict-and-how-to-resolve-it11-250930031203-c57caad6-thumbnail.jpg?width=600ounds&width=560&fit=bounds)
FON-2 Concept of Value Belief LECTURE2.pptx
- 1. Concept of Value Belief Preparedby Maira Shaheen
- 2. Objectives After this lecturestudents will be able to: • Discuss the types of conflicts • Examine values conflict and resolution in nursing care situations.
- 3. TYPES OF CONFLICTS RelationshipConflicts • Relationship conflicts occur because of the presence of strong negative emotions, misperceptions or stereotypes, poor communication or miscommunication, or repetitive negative behaviors. Relationship problems often fuel disputes and lead to an unnecessary escalating spiral of destructive conflict.
- 4. CONT…. • Supporting thesafe and balanced expression of perspectives and emotions for acknowledgment (not agreement) is one effective approach to managing relational conflict.
- 5. CONT… Data Conflicts • Dataconflicts occur when people lack information necessary to make wise decisions, are misinformed, disagree on which data is relevant, interpret information differently, or have competing assessment procedures. Some data conflicts may be unnecessary since they are caused by poor communication between the people in conflict.
- 6. CONT… • Other dataconflicts may be genuine incompatibilities associated with data collection, interpretation or communication. Most data conflicts will have "data solutions."
- 7. CONT… Interest Conflicts • Interestconflicts are caused by competition over perceived incompatible needs. Conflicts of interest result when one or more of the parties believe that in order to satisfy his or her needs, the needs and interests of an opponent must be sacrificed. Interest-based conflict will commonly be expressed in positional terms.
- 8. Cont… • A varietyof interests and intentions underlie and motivate positions in negotiation and must be addressed for maximized resolution.
- 9. CONT… Interest-based conflicts • Mayoccur over substantive issues (such as money, physical resources, time, etc.); procedural issues (the way the dispute is to be resolved); and psychological issues (perceptions of trust, fairness, desire for participation, respect, etc.).
- 10. CONT….. • For aninterest-based dispute to be resolved, parties must be assisted to define and express their individual interests so that all of these interests may be jointly addressed. Interest-based conflict is best resolved through the maximizing integration of the parties' respective interests, positive intentions and desired experiential outcomes.
- 11. CONT…. Structural Conflicts • Structuralconflicts are caused by forces external to the people in dispute. Limited physical resources or authority, geographic constraints (distance or proximity), time (too little or too much), organizational changes, and so forth can make structural conflict seem like a crisis. It can be helpful to assist parties in conflict to appreciate the external forces and constraints bearing upon them.
- 12. CONT… • Structural conflictswill often have structural solutions. Parties' appreciation that a conflict has an external source can have the effect of them coming to jointly address the imposed difficulties.
- 13. Value Conflicts • Valueconflicts are caused by perceived or actual incompatible belief systems. Values are beliefs that people use to give meaning to their lives. Values explain what is "good" or "bad," "right" or "wrong," "just" or "unjust." Diffe ring values need not cause conflict. People can live together in harmony with different value systems.
- 14. Cont… • Value disputesarise only when people attempt to force one set of values on others or lay claim to exclusive value systems that do not allow for divergent beliefs • It is of no use to try to change value and belief systems during relatively short and strategic mediation interventions. It can, however, be helpful to support each participant's expression of their values and beliefs for acknowledgment by the other party.
- 15. NURSING CONFLICTS • Conflictin nursing appears in many different forms. It can pop up between a nurse and a physician or between an entire nursing team. It can even brew between a nurse and the spouse of one of her patients. Nursing conflict doesn't even have to center around individuals. It can center around entire divisions, too. A patient's mental health treatment team might not be happy with a nurse's specific approach in caring for and looking after an individual, for example. Nursing conflicts vary both in subject matter and who's involved.
- 16. CONT… • Nursing conflictsthat go ignored can trigger many pressing problems in the work environment. They can lead to wariness between the workers. Unresolved issues can make some nurses feel they're not part of the team and that everyone else is out to get them. Lingering problems can put a damper on employee morale and team productivity. They can sometimes even trigger shouting matches between workers in disagreement.
- 17. CONFLICT RESOLUTION • Pinpointingthe source or sources of the disagreement • Enhancing group communication • Strengthening individual and group assets.
- 18. CONFLICT REOLUTION INNURSING • Deal with the situation • Think it through • Talk it out, face to face • Use a mediator, if necessary • Apologize when appropriate • Work on your communication skills
- 19. Deal with thesituation • Most people prefer to avoid conflict. I’ve heard from many nurses who actually have quit their jobs rather than attempt to resolve an interpersonal conflict at work. This almost never is a good solution, and it usually leads to feelings of regret and guilt. Besides, if you quit every time you have a conflict on the job, you’ll be quitting every job you ever have in a short period of time.
- 20. CONT… • If youignore or avoid it, it can lead to increased stress and unresolved feelings of anger, hostility and resentment. When you learn to manage conflict you’ll be happier and healthier, physically and emotionally. You’ll have better relationships. You’ll be a better leader, a better team member and a better person. You’ll gain respect, improve your self-esteem and build courage. You’ll get more of what you want.
- 21. Think it through •Before addressing the person with whom you have a conflict, consider discussing the situation with an objective friend or family member. This can help to clarify issues and needs. Seek feedback and advice in dealing with the situation. But be careful not to rely on the opinion of an involved third party who may have his or her own agenda..
- 22. CONT… • Plan yourstrategy, including what you want to say, and then write it down and rehearse it. Create a note card, if necessary, with your main talking points. This will help you to feel more in control and stay on target
- 23. Talk it out,face to face • Meeting in person can be intimidating, but it is often the best way to go. Face-to-face communication is more effective than other forms because it allows for an active exchange of information. It gives you the opportunity to make use of the handshake, a smile, eye contact, hand gestures and other important body language. It also allows you to observe important nonverbal cues from the other party.
- 24. Cont… • Set asidetime to meet with the person face-to-face at a mutually convenient time and place. When possible, meet on “neutral turf” rather than one of your offices so no one has the “home court” advantage. • E-mail and letter writing should be avoided, if possible, to resolve conflict or to discuss sensitive topics, problems or hurt feelings. A phone call is the next best thing when in-person meetings aren’t possible.
- 25. Use a mediator,if necessary • If a situation is particularly volatile or troublesome and other efforts have not worked, you might invite a neutral third party, such as a supervisor, to act as a mediator if this is agreeable to all concerned. A mediator can remain objective, listen to both sides, and facilitate resolution and compromise. Be firm on your objectives; you’re there to resolve a conflict, not defeat an opponent.
- 26. Apologize when appropriate •Be aware of your own part in creating a conflict. If you’ve done something wrong or inappropriate, be willing to acknowledge it and say you’re sorry, even if the conflict is not entirely a result of your actions. Sometimes you have to meet people halfway to get to where you want to go. • There always will be differing opinions and ways of doing things. Decide which issues you can live with and which need addressing.
- 27. Model for ConflictResolution • Bring together those in conflict. • Introduce concept of different conflict resolution styles and situations when each is appropriate. • Explain the advantages of confrontation as the "best" style for most effective resolution. • Present rules for the effective use of confrontation in a "win- win" manner.
- 28. CONT….. • Concentrate onteaching effective communication and team- building skills. • Seek to improve overall trust and openness using feedback and self-disclosure per Johari Window. • Encourage and reinforce the use of confrontation as a means of effectively resolving the conflict that inevitably occurs in any organization.
- 29. REFERENCES Ramsbotham, O., Miall,H., & Woodhouse, T. (2011). Contemporary conflict resolution. Polity.