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Preceptorship -Conflict
This document discusses conflict resolution and communication techniques for managing conflict. It addresses how miscommunication can cause conflict and provides tips for assertive communication. The document notes that conflict intensifies when ignored and explores different conflict management techniques like competing, collaborating, compromising, avoiding, and accommodating. It questions whether conflict must always be negative and if conflict can be productive. The document emphasizes the importance of clear communication, confronting conflict respectfully, focusing on issues rather than people, and defining conflict positively.
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Preceptorship -Conflict
- 1. Conflict Resolution Can YouHear Me Now? Mr. Joven Botin Bilbao Deputy Chief Nursing Officer Al Hayat National Hospital –Jizan Branch
- 2. Conflict Internal discord that results from differencesin ideas, values or feelings. 5-2
- 3. Conflict Can BeCaused by Miscommunication • Communicate your expectations to the new nurse. • Give the new nurse the opportunity to communicate their needs to you. 5-3
- 4. Conflict Can BeCaused by Miscommunication How do the sender and receiver process the same message? 5-4
- 5. Communication Techniques Can HelpManage Conflict Core Skills of Communicating Assertively Describe what you see. Restate or reflect, if necessary. Give information without degradation. Maintain eye contact. Listen actively. 5-5
- 6. Conflict Can BeCaused by a Difference in Values • How do you address this with a preceptee? • What other situations could cause conflict between a preceptor and a preceptee? 5-6
- 7. The Marriage ofEmotional Intelligence and Conflict • E.I. is the interplay of emotion and intelligence. • Try to concentrate on problems/issues NOT personalities. • Goal: win-win situation for all involved. 5-7
- 8. Constructive Feedback ina Positive Way Criticize the issue or behavior, NOT the person. Avoid absolutes: “You always.” “You never.” Send “I” messages, not “you” messages. Avoid using the words “just” or “but.” Plan your conversation. 5-8
- 9. Building a Foundationof Trust • Exhibit enthusiasm • Show interest in preceptee • Focus on the positive • Really listen • Do not compromise confidentiality • Be honest • Appreciate and accept differences • Disagree constructively 5-9
- 10. Research Demonstrates … •Conflict intensifies when ignored. • Women tend to favor peaceful co-existence in the workplace and do not engage in confrontation. • Men can argue, call each other idiots (and mean it!) and then go have a drink together. 5-10
- 11. Women as Warriors Women arereluctant to engage in conflict because they don’t want to be labeled as “emotional.” • Premenstrual • Menopausal • In need of some curative relationship with a man 5-11
- 12. Nightingale Syndrome • Gentle,caring nurses don’t engage in open conflict. • Nurses are “nice” people, and “nice” people don’t fight or argue. • Nurses are self-sacrificing. 5-12
- 13.
- 14. Putting Conflict ManagementTechniques to Work •Competing Quick, decisive action is necessary for vital issues 5-14
- 15. Putting Conflict ManagementTechniques to Work •Collaborating Need a solution when both concerns are too important to be compromised 5-15
- 16. Putting Conflict ManagementTechniques to Work • Compromising To expedite solutions under time pressure, goals are moderately important 5-16
- 17. Putting Conflict ManagementTechniques to Work •Avoiding Potential damage of conflict outweighs the benefit of a resolution 5-17
- 18. Putting Conflict ManagementTechniques to Work •Accommodating When preserving harmony and avoiding disruption are very important 5-18
- 19. Two Questions 1) Mustconflict always be negative? 2) Can conflict really be productive? 5-19
- 20. The Prescription • Communicateclearly. Check your message … was it received as you intended? • Confront conflict openly and with respect for the other person. • Conflict needs to be defined in a more positive manner. • Concentrate on the issues, not on the person. 5-20
Editor's Notes
- #2 This afternoon we are going to talk about conflict and how to manage it.
- #3 Conflict is a fundamental part of every day life. If I say to you, “You have a conflict to deal with.” What is your gut reaction? Allow time for a few responses. There is NO WAY to prepare you for conflict in a few minutes of time. Conflict is when we have differing needs, wants and perceptions. It’s when our concerns are threatened. Ask the participants to describe some conflicts they have faced professionally. What was the outcome? Was there something you felt you did particularly well? Was there anything you would do differently?
- #4 Intent vs. Perception – these are often two very different things. The communication style of a person may also be influenced by whether they are an introvert or an extrovert.
- #5 Ask yourself, did the receiver get the accurate message?
- #6 There is a great deal of difference between being assertive and being aggressive. When would aggressive communication be important? Perhaps only in a crisis situation, such as a Code Blue. Be careful with restating or reflecting. It may be perceived as condescending.
- #7 Example: 1) Your preceptee consistently goes on break for longer than 15 minutes. 2) Your preceptee makes a medication error by giving a patient his medication 1 ½ hours late but doesn’t report this to you. You find out only because the patient tells you. Ask the participants: How would you handle this situation?
- #8 Emotional Intelligence will have a direct influence on a person’s preferred style of conflict management. Is a win-win outcome always possible? When might it not be possible? Consider: If a person is “less” emotionally intelligent, they have less control over themselves. They may address conflict more aggressively and view co-workers as competition. Remember, you can never take back your words.
- #9 Pre-planning is VERY helpful! “You always . . .” is very derogatory and puts the other person on the defensive. The words just, but or however will negate a prior positive statement, if they are included in the same sentence. “You did a great job handling that patient’s emergency, but you forgot to call the doctor afterwards.”
- #10 Building a foundation of trust is essential to being able to have difficult conversations, conversations involving conflict. - Show enthusiasm for having the privilege of growing/nurturing a new nurse into the profession or a seasoned nurse to your unit. What a great opportunity! This person will become your coworker, a part of your team, one you will come to depend on. You are instrumental in influencing this nurse’s practice, attitude and so much more. - Show interest not only personally, but also in their practice. Notice not only the large accomplishments, but also the small ones. - Accentuate the positive! Coach the preceptee where opportunities for improvement exist. - Really LISTEN! This is to what is being said and to what is not being said. Listen to the non-verbal communication. Frequently the strongest, most revealing messages are sent non-verbally. Never hesitate to ask when picking up on non-verbal communication. - Confidentiality should never be violated, whether specifically requested or implied. It’s the quickest way to destroy the trust you are building. -- Candid, professional feedback is a must. You will not be doing the preceptee any favors by sweeping things under the rug, ignoring behaviors or clinical performance. Ultimately the preceptee is a reflection of your precepting. Preceptees want to know. This is their opportunity to learn the right way. -- A willingness to attempt to understand where others are coming from can build rapport and trust and lead to more open communication. Consider your own psychological type preferences, which ones seem like assets and which present the greatest challenges? Based on your self-analysis, if someone wanted to build a working relationship with you, what fundamental things about you would they need to understand? Thus, knowing yourself, better understanding yourself, will assist you in also appreciating the differences of others. -- It is OK to disagree! Doing it in an assertive, professional manner is key. Remember: Conflict is not a personal attack. It is an opportunity to assist each other in our learning/growing process.
- #11 There are inherent differences between men and women.
- #12 This is the most genteel way I have ever heard this described!
- #13 Whether you are male or female, as a nurse you can fall under the Nightingale syndrome. When conflict is avoided, we neglect our own needs, goals and concerns and are self-sacrificing. Self-sacrifice is strongly supported by the altruistic philosophy of nursing. We don’t even go to the bathroom when we need to! How long has it been since you sat down and actually took a 15 minute break? We have a conflict management video, we’d like to show you. Show video. The following slides support and expand on the video’s content.
- #14 Review the five styles again. Provide examples of each. Consider including role play.
- #15 Review the five styles again. Provide examples of each. Consider including role play.
- #16 Provide examples.
- #17 Provide examples.
- #18 Provide examples.
- #19 Provide examples.
- #20 Conflict gets a bad rap! How did we learn to deal with conflict? Childhood, culture, gender. Generation and position within the organization also may have an impact. Resolving conflict requires mutual cooperation.
- #21 The belief that all conflict is bad may be generational or environmental. How was conflict perceived, or dealt with, in your family? How we respond to others and evaluate OUR communication with them are particularly important in building rapport and trust. Ask for some examples.