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N471 > Change and Conflict > Flashcards

Change and Conflict Flashcards

1
Q

What reasons make it so change is needed?

A

Problems Exist

Reports were Filed

There are Inaccuracies, Complains, Something is not Working

Fiscal Issues

There is a new idea, process, innovation, or vision

Community and Global Threats

Quality control

Leadership Demands

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2
Q

Who are the 2 types of people involved in change

A

Change Agent

Stakeholder

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3
Q

Change Agent

A

the person who initiates change within a group

in nursing this is the person who understands and implements the required change process

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4
Q

Stakeholder

A

People involved and interested in the change process

In nursing these are the ones involved in the change and those who the change affects most

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5
Q

Examples of Change Agents

A

Leaders

Managers

Executive Officers

(Those pushing the change)

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6
Q

Examples of Stakeholders

A

Staff

Nurses

Secretaries

Etc

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7
Q

Change Theory

A

Kurt Lewin

ID’ed 3 phases through which the change agent must proceed before a planned change becomes part of the system

Driving and restraining forces are also emphasized

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8
Q

What are the 3 phases of change theory

A

Unfreezing

Movement (Change)

Refreezing

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9
Q

Unfreezing Phase

A

Change theory

This is the phase that occurs when the change agent convinces members of the group to change or when guilt, anxiety or concern is elicited

Phase 1

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10
Q

What things happen during unfreezing

A

It is determined what needs to change

Strong leadership support is ensured to make the change happen

There is a need created for the change

Doubts and concerns are managed and understood

The change agent is setting up for the next phase

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11
Q

Movement/Change Phase

A

2nd change theory phase

When the change agent will identify, plan, implement appropriate strategies and ensure driving forces exceed restraining forces

Stakeholders get more involved here to make the change happen

the working phase

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12
Q

What things happen during the movement/change phase

A

communication occurs

stakeholders get involved implementing the change

rumors are dispelled about the change

action is empowered

people are involved in the process

vision is emphasized

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13
Q

Refreezing Phase

A

3rd phase of change theory

the change agent assists in stabilizing the system change so that it becomes integrated as part of the status quo

takes 3-6 months before a change can be accepted as part of the system permanently

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14
Q

What things happen during the refreezing phase

A

The changes are anchored into the culture

Ways are developed to sustain the change

Training and support is provided

success is celebrated

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15
Q

Driving Forces

A

forces that facilitates us to reach the goal of change

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16
Q

Examples of Driving Forces

A

Mandates, Legal, laws, Rules

Fiscal things

Resource allocation

promotion and recognition

social gain

personal goals

support and family

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17
Q

Restraining Forces

A

Barriers that keep us from reaching the goal of change

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18
Q

Examples of Restraining Forces

A

Lack of resources, data, knowledge

Fear of liability

Intrapersonal Conflicts

Interpersonal/group conflicts

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19
Q

SCM (5 Steps of Change Model)

A

a more modern take on change theory

involved 5 stages to bring about change

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20
Q

What are the 5 stages of SCM

A
  1. Precontemplation (no current intention to change)
  2. Contemplation (individual considers making a change)
  3. Preparation (There is intent to make a change in the near future) - like the unfreezing phase
  4. Action (Individual modifies his/her behavior to make a change) - Like the movement phase
  5. Maintenance (change is maintained and relapse is avoided) - like the refreezing change
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21
Q

3 Classic Strategies to Bring About Successful Change

A

Rational empirical Strategy

Normative Re-educative strategy

Power Coercive Strategy

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22
Q

Rational-Empirical Strategy

A

Change strategy

EBP, what does the literature say, support the evidence

Ex: Hourly Rounding, bed Side Report

This strategy assumes resistance to change comes from a lack of knowledge and that humans are rational and will change when given information documenting a need for change

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23
Q

Normative Re-Educative Strategy

A

Change strategy

Developing relationships, builds confidence and peer support, change agent more of a team player, change due to social norms, being part of a group

ex: Uniforms, 12 hour shifts

Group norms and peer pressure to socialize and influence people so that change will occur - assumes people are social and influenced more by others than fact (and change agent doesnt need a power base to do this change)

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24
Q

Power Coercive Strategy

A

Change strategy

Authority, legal changes, new laws and policies, must accept it or leave

ex: CMS enacted policy changes for reimbursement - DVT, post op infections, pressure injuries, state mandated changes; Covid vaccines

Application of power by legitimate authority, economic sanctions, or the political clout of the change agent - these include influencing the enactment of new laws and using group power for strikes and sit ins

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25
Q

What are some reasons we resist change

A

complacency

fear of the unknown

too comfortable and habits

loss of control

poor timing

workload already too much

the change being a surprise

threats to current job or process

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26
Q

How do we go about making changes easier

A

Help them see the vision / See the vision

capture the purpose of the change

strategize for improvement

empower people

positive feedback

build trust/relationships

communication

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27
Q

Level o0f change resistance depends largely on what 2 things

A

Whether a change is mandated

If the change is seen as proactive

28
Q

Jobs for the Leader Manager Role During Change

A

(Must be able to do change themselves and help others implement the change)

Role Model

Use of good communication

Staying positive

Supporting the organization

Understanding emotional intelligence - need to know peoples emotional needs to move forward

Believing in the change

Seeing the bigger picture

Fiscal Responsibilities

Flexibility

Professional Growth

29
Q

Complex Adaptive Systems Change Theory (CAS)

A

An outgrowth of complexity theory in science

Suggests that the relationship between elements and agents within any system is nonlinear and that these elements are constantly in play to change the environment or outcome

Nothing is predetermined and everything is emergent - so things that are hidden or unanticipated in the system make linear thinking almost impossible

30
Q

Main Features of CAS

A

Change is done through connections among change agents not top down

There should be adaptation to uncertainty instead of trying to predict later stages of development

Goals plans and structures emerge over time

Systems have self similarity thus making top down not needed to be successful in change

31
Q

Chaos Theory

A

Change theory suggesting that even small changes in conditions can drastically alter a systems long term behavior (Butterfly effect)

It is about finding the underlying order in apparently random data

For example: When looking at a change that failed do not focus on aftermath but rather the variable that caused that outcome to make sense of the random data

32
Q

Conflict

A

the internal or external discord that results from differences in ideas, values, or feelings within yourself or between two or more people

can be internal, external, expected, unexpected

33
Q

Contradictory to thought, conflict is needed for change - what happens if you have too much or too little

A

too little - organizational stasis

too much - reduced organizational effectiveness with eventual immobilization of employees

34
Q

Intrapersonal Conflict

A

Conflict occurring from within oneself

involves an internal struggle to clarify contradictory values or wants

35
Q

Interpersonal Conflict

A

Conflict from person to person

Happens between 2 or more people with differing values, goals, and beliefs

36
Q

Intergroup conflict

A

Occurs within a group

2 or more groups of people, departments, or organizations.

37
Q

The 5 Stages of The Conflict Process

A
  1. Latent Conflict
  2. Perceived Conflict
  3. Felt Conflict
  4. Manifest conflict
  5. Conflict Resolution and Aftermath
38
Q

Latent Conflict

A

first phase in conflict process

there is a potential for conflict

could be stopped before conflict starts

39
Q

Perceived Conflict

A

second phase of the conflict process

this is when conflict is identified and involves it being intellectualized and involving issues and roles

a conflict is identified - could be stopped

40
Q

Felt Conflict

A

third phase of the conflict process

feelings - conflict is emotionalized

includes hostility, fear, mistrust, anger

can feel or perceive a conflict without the other

41
Q

Manifest (Overt) Conflict

A

fourth phase of conflict process

action phase - working through it

42
Q

Conflict Aftermath and Resolution

A

5th phase of conflict process

solving the conflict and the consequences it brings

can be positive or negative

43
Q

Is the process of conflict linear?

A

Somewhat

It branches in that you can perceive (recognize conflict) and feel (emotionalize conflict) in order or you could have one or the other but both lead back to the conflict manifesting

44
Q

Compromising

A

conflict resolution strategy

Each party gives up something they want equally

Lose-Lose (both will perceive they gave up more than the other)

45
Q

Competing

A

conflict resolution strategy

Challenging the other party - when one party pursues what it wants at the expense of the others (zero sum game)

Win-Lose

46
Q

Cooperating/Accommodating

A

conflict resolution strategy

opposite of competing

not collaboration

one group gives up to satisfy the other - win-lose

47
Q

Smoothing

A

conflict resolution strategy

one party pacifies the other, focuses on positives

temporary win win

48
Q

Avoiding

A

conflict resolution strategy

issue is not addressed despite being known

lose-lose

49
Q

Collaborating

A

Assertive and cooperative means of conflict resolution that results in a win-win

All parties set aside their original goals and work together to establish a supraordinate or priority common goal

work together

50
Q

Negotiation

A

conflict resolutions trategy

like collaboration, cooperation, helps develop relationships

  • watch for hidden agendas

win win

is like collaboration but in poor form looks like competing

51
Q

Ways to Manage Conflict

A

Confrontation

3rd Party Consultation

Behavior Change

Responsibility Charting

Soothing one party

Structure Change

Alternative Dispute Resolution

Seeking Consensus

52
Q

Confrontation

A

asking those involved to deal with the problem

53
Q

3rd Party Consultation

A

using outside source to manage conflict

54
Q

Behavior Change

A

For serious cases of dysfunctional conflict

Developing ones self awareness and behavior change in the involved parties

55
Q

Responsibility Charting

A

Clarification of duties when things are ambiguous - to manage conflict

56
Q

Structure Change

A

movement of staff or people (transfer or discharge)

57
Q

Alternative Dispute Resolution

A

Making an alternative resolution before legal ramifications develop

58
Q

Seeking Consensus

A

Negotiation for conflict management – find it from others involved as well

59
Q

Soothing one party

A

temporary conflict management

when emotions are high or there is crisis conflict

60
Q

Filley

A

determined that there are 3 ways to handle conflict - win win, win lose, or lose lose

61
Q

Karl Marx’s Social Conflict Theory

A

Society is in a perpetual state of conflict because of competition for limited resources

Social order is maintained by domination and power rather than by consensus and conformity

62
Q

General Conflict Theory

A

A theory that emphasizes the role of coercion, conflict, and power in society and that social inequality will inevitably occur because of differing interests and values between groups, particularly the competition for scarce resources

ex: Poverty, Deviance and Crime

Like social conflict theory basically

63
Q

Dual Concern theory

A

Posits the most effective negotiation strategy and best outcomes occur when the negotiators care about both their own outcomes but also the outcomes of the other party

64
Q

Theory of Cooperation and Competition

A

The idea of GOAL INTERDEPENDENCE

Parties goals can be negatively interdependent - one’s success correlates to the other parties failure leading to win lose competitive relationships ; OR ; Parties goals can be positively interdependent - success correlates with success or failure with failure leading to situations of cooperative relationships for win win orientations

65
Q

Patience

A

capacity to accept or tolerate delay, trouble, suffering without getting angry, fearful, upset

Allows you to endure difficult circumstances

N471 (12 decks)

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