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NURS 426: Leadership in Nursing > Chapter 21 > Flashcards

Chapter 21 Flashcards

Exam 4 (Final)

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1
Q

What is Conflict?

A

A disagreement or struggle resulting from opposing needs, values, or interests.

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2
Q

Conflict:

How can it occur?

A

It can occur internally or externally

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3
Q

Conflict:

What does it result from?

A

Discord that result from differences in ideas, feeling or values

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4
Q

Conflict:

Who does it occur betwee?

A

Between two individuals or amount many others

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5
Q

Conflict:

When is it also created?

A

Conflict is also created when there are differences in economic and professional values and when there is competition among professionals.

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6
Q

Types of conflict

Include:

A

Interpersonal conflict

Intrapersonal conflict

Organizational conflict

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7
Q

Types of conflict

Interpersonal Conflict

A

Between individuals (e.g., nurse-to-nurse).

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8
Q

Types of conflict

Intrapersonal Conflict

A

Within oneself (e.g., ethical dilemmas).

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9
Q

Types of conflict

Organizational Conflict:

A

Between groups or departments (e.g., nursing vs. administration

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10
Q

Is conflict good or bad ?

Relationship Between Organizational Conflict and Effectiveness:

A

*Some level of conflict in an organization appears desirable, although the optimum level for a specific person or unit at a given time is difficult to determine.

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11
Q

BENEFITS AND DISADVANTAGE OF CONFLICT

Benefits:

A

Encourages Growth

Promotes Innovation

Clarifies Issues

Strengthens Relationships

Increases Engagement

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12
Q

BENEFITS AND DISADVANTAGE OF CONFLICT

DISADVANTAGE:

A

Disruption

Emotional Strain

Polarization

Ineffective communication

Focus of the negative

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13
Q

BENEFITS AND DISADVANTAGE OF CONFLICT

Relationship Between Organizational Conflict and Effectiveness:

Currently, how is conflict viewed?

A

*Currently, conflict is viewed as neither good nor bad because it can produce growth or be destructive, depending on how it is managed.

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14
Q

BENEFITS AND DISADVANTAGE OF CONFLICT

Relationship Between Organizational Conflict and Effectiveness:

How to determine the optimal level of conflict for a specific person or unit?

A

The optimal level for a specific person or unit at a given time is difficult to determine.

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15
Q

Common sources OF ORGANIZATIONAL CONFLICT

A

SCARCE RESOURCES

RESTRUCTURING

POORLY DEFINED ROLE EXPECTATIONS

INDIVIDUAL BEHAVIOR

COMMUNICATION PROBLEMS

ORGANIZATION STRUCTURE

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16
Q

Leadership role in conflict resolution

What is the leader’s level of awareness?

A

Is self-aware and conscientiously works to resolve intrapersonal conflict

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17
Q

Leadership role in conflict resolution

When does a leader address conflict?

A

Addresses conflict as soon as it is perceived and before it becomes felt or manifest

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18
Q

Leadership role in conflict resolution

When does a leader intervenes?

A

Immediately confronts and intervenes when incivility, bullying, and mobbing occur

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19
Q

Leadership role in conflict resolution

What does a leader seek?

A

Seeks a win–win solution to conflict whenever feasible

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20
Q

Leadership role in conflict resolution

What do they lessen?

A

Lessens the perceptual differences that exist between conflicting parties and broadens the parties’ understanding about the problems

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21
Q

Leadership role in conflict resolution

What do leaders assist with?

A

Assists subordinates in identifying alternative conflict resolutions

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22
Q

Leadership role in conflict resolution

What do leaders recognize?

A

Recognizes and accepts individual differences in team members

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23
Q

Leadership role in conflict resolution

What do leaders use? Why?

A

Uses assertive communication skills to increase persuasiveness and foster open communication

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24
Q

Leadership role in conflict resolution

What do leaders role model?

A

Role models honest and collaborative negotiation efforts

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25
Q

Leadership role in conflict resolution

What do leaders encourage?

A

Encourages consensus building when group support is needed to resolve conflicts

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26
Q

MANAGEMENT Functions IN CONFLICT RESOLUTION

What kind of environment does management create?

A

Creates a work environment that minimizes the antecedent conditions for conflict

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27
Q

MANAGEMENT Functions IN CONFLICT RESOLUTION

What does management do when an unpopular decision needs to be made?

A

Uses appropriately legitimate authority in a competing approach when a quick or unpopular decision needs to be made

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28
Q

MANAGEMENT Functions IN CONFLICT RESOLUTION

What does management facilitate?`

A

Facilitates conflict resolution among team members when appropriate

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29
Q

MANAGEMENT Functions IN CONFLICT RESOLUTION

What does management accept responsibility for?

A

Accepts mutual responsibility for reaching predetermined supraordinate goals

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30
Q

MANAGEMENT Functions IN CONFLICT RESOLUTION

What kind of workplace culture does management establish?

A

Establishes a workplace culture that has zero tolerance for incivility, bullying, mobbing, and workplace violence

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31
Q

MANAGEMENT Functions IN CONFLICT RESOLUTION

What does management obtain?

A

Obtains needed unit resources through effective negotiation strategies

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32
Q

MANAGEMENT Functions IN CONFLICT RESOLUTION

When does management compromise unit needs?

A

Compromises unit needs only when the need is not critical to unit functioning and when higher management gives up something of equal value

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33
Q

MANAGEMENT Functions IN CONFLICT RESOLUTION

What should management be adequately prepared to do?

A

Is adequately prepared to negotiate for unit resources, including the advance determination of a bottom line and possible trade-offs

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34
Q

MANAGEMENT Functions IN CONFLICT RESOLUTION

What does management address?

A

Addresses the need for closure and follow-up to negotiation

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35
Q

MANAGEMENT Functions IN CONFLICT RESOLUTION

When conflicts can’t be resolved, what is done?

A

Pursues alternative dispute resolution when conflicts cannot be resolved using traditional conflict management strategies

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36
Q

MANAGEMENT Functions IN CONFLICT RESOLUTION

What can management no longer afford to do?

A

Managers can no longer afford to respond to conflict traditionally (i.e., to avoid or suppress conflict) because this is nonproductive.

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37
Q

STAGES OF CONFLICT

A

LATENT CONFLICT

PERCEIVED CONFLICT

FELT CONFLICT

MANIFEST CONFLICT

CONFLICT AFTERMATH

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38
Q

STAGES OF CONFLICT

Latent Conflict:

A

conditions are ripe for conflict, although no conflict has actually yet occurred

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39
Q

STAGES OF CONFLICT

Felt (Affective) Conflict:

A

occurs when the conflict becomes emotionalized.

Felt emotions include hostility, fear, mistrust, and anger.

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40
Q

STAGES OF CONFLICT

Perceived Conflict:

A

The person recognizes it logically and impersonally as occurring but does not feel emotionally involved in it.

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41
Q

STAGES OF CONFLICT

Manifest conflict (overt conflict):

A

action is taken. The action may be to withdraw, compete, debate, or seek conflict resolution.

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42
Q

STAGES OF CONFLICT

Conflict aftermath-

A

Conflict aftermath- the aftermath of a conflict may be more significant than the original conflict if the conflict has not been handled constructively

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43
Q

STAGES OF CONFLICT

What is the first stage? What does it imply? How are conditions in this stage?

A

**The first stage in the conflict process, latent conflict, implies the existence of antecedent conditions such as inequities in staffing.

In this stage, conditions are ripe for conflict, although no conflict has actually yet occurred.

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44
Q

Response to conflict:

How does an individual typically react to conflict?

A

Learned responses to manifest conflict are the ways individuals typically react when a conflict becomes openly expressed.

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45
Q

Response to conflict:

Learned responses to manifest conflict are the ways individuals typically react when a conflict becomes openly expressed.

What can these responses be influenced by?

A

These responses can be influenced by past experiences, cultural background, personality, and the context of the conflict

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46
Q

Common conflict resolution strategies

A

Compromising

Competing

Accommodating/Cooperating

Avoiding

Smoothing

Collaborating

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47
Q

Conflict Resolution Outcomes:
include

A

Win–Win—optimal goal in conflict resolution

Win–Lose

Lose–Lose

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48
Q

Conflict Resolution Outcomes:

Compromising:

A

Both parties agree to give up something to reach a resolution.

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49
Q

Conflict Resolution Outcomes:

Compromising: What is the impact?

A

Impact: Can be effective in reaching a quick resolution but may not fully satisfy either party’s needs.

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50
Q

Conflict Resolution Outcomes:

What =s Compromising?

A

Give + Take =compromise

Each party gives up something it wants

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51
Q

Conflict Resolution Outcomes:

Competing:

A

An assertive approach where one party seeks to win the conflict at the expense of others.

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52
Q

Conflict Resolution Outcomes:

Competing: What is the impact?

A

Can lead to a quick resolution but may damage relationships and foster a hostile environment.

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53
Q

Conflict Resolution Outcomes:

Competing: Can lead to a quick resolution but may damage relationships and foster a hostile environment. Why?

A

One party pursues what they want regardless of the cost to others

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54
Q

You are a nurse on a medical-surgical unit. Two members of your healthcare team are in conflict over the best approach to manage a patient’s pain. One nurse believes in utilizing pharmacological interventions, while the other prefers a holistic approach, including relaxation techniques. The disagreement is affecting teamwork and patient care.

As the charge nurse, how would you approach resolving this conflict?
A. Ignore the conflict and let the nurses handle it themselves.
B. Arrange a meeting with both nurses to discuss their viewpoints and facilitate a compromise that integrates both approaches.
C. Decide on one approach and instruct both nurses to follow it.
D. Consult with the nursing supervisor and ask them to intervene

A

B. Arrange a meeting with both nurses to discuss their viewpoints and facilitate a compromise that integrates both approaches.

Rationale:
Facilitating open communication and discussion encourages teamwork and may lead to a collaborative solution that considers both perspectives, ultimately benefiting patient care. Ignoring the conflict or imposing a decision can lead to resentment and further discord, while simply seeking external intervention may not address the root of the issue.

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55
Q

Conflict Resolution Outcomes:

Accommodating/cooperating

A

Description: One party prioritizes the other’s needs over their own, often to maintain harmony.

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56
Q

Conflict Resolution Outcomes:

Accommodating/cooperating: What is the impact?

A

Impact: May resolve the conflict temporarily but can lead to resentment if one party consistently sacrifices their own needs.

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57
Q

Conflict Resolution Outcomes:

Accommodating/cooperating: Impact: May resolve the conflict temporarily but can lead to resentment if one party consistently sacrifices their own needs.
What does this result in?

A

One party sacrifices their belief and wants to allow other party to win

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58
Q

Conflict Resolution Outcomes:

Smoothing:

A

Description Downplaying differences and emphasizing common interests to reduce tension.

59
Q

Conflict Resolution Outcomes:

Smoothing: What is the impact?

A

Impact: Creates a positive atmosphere for dialogue, but may gloss over important issues, leading to unresolved conflicts.

60
Q

Conflict Resolution Outcomes:

Smoothing: What is it characterized by?

A

It is often characterized by an emphasis on consensus and the preservation of relationships, sometimes at the expense of addressing the underlying issues

61
Q

Conflict Resolution Outcomes:

Smoothing: What does the individual attempt to do?

A

An individual attempts to reduce the emotional component of the conflict

62
Q

Conflict Resolution Outcomes:

Avoiding

A

Description: Individuals may withdraw from the conflict or ignore it altogether.

63
Q

Conflict Resolution Outcomes:

Avoiding: What is the impact?

A

Impact: Can prevent immediate confrontation but may allow issues to fester, leading to larger problems later.

64
Q

Conflict Resolution Outcomes:

Avoiding: Can prevent immediate confrontation but may allow issues to fester, leading to larger problems later. What does this lead to?

A

Parties are aware of a conflict but choose not to acknowledge it to attempt to revolve it

65
Q

Conflict Resolution Outcomes:

Collaborating :

A

Description: Both parties work together to find a mutually beneficial solution.

66
Q

Conflict Resolution Outcomes:

Collaborating : What is the impact?

A

Impact: Fosters teamwork and respect, leading to better long-term relationships and solutions.

67
Q

Conflict Resolution Outcomes:

Collaborating : Impact: Fosters teamwork and respect, leading to better long-term relationships and solutions. What does this lead to?

A

Parties set aside their original goals and work together to establish a common priority goal

68
Q

Conflict Resolution Outcomes:

Collaborating :

How is it also seen?

A

An assertive and cooperative means of conflict resolution whereby all parties–two opposing goals are discarded and new goals are adopted.

69
Q

Conflict Resolution Outcomes:

Collaborating :
What should managers not do?

A

Managers should not intervene in every conflict but should urge subordinates to handle their own problems.

70
Q

Conflict Resolution Outcomes:

Collaborating :
What should managers encourage?

A

Managers should encourage supporting conflict resolution and facilitate collaboration.

In most circumstances, this approach should be implemented before the manager becomes directly involved

71
Q

Managing unit conflict

A

Confrontation

Third-party consultation

Behavior change

Responsibility charting

Structure change

Soothing one party

72
Q

Managing unit conflict:

Confrontation: Many times, what do team members assume?

A

Many times, team members inappropriately expect the manager to solve their interpersonal conflicts.

73
Q

Managing Unit Conflict

Confrontation:
Many times, team members inappropriately expect the manager to solve their interpersonal conflicts.

What could managers urge subordinates to do?

A

Managers instead can urge subordinates to attempt to handle their own problems by using face-to-face communication to resolve conflicts, as e-mails, answering machine messages, and notes are too impersonal for interpersonal conflicts that can have significant conflict aftermath.

74
Q

Managing Unit Conflict
Third-party consultation:

A

Sometimes, managers can be used as a neutral party to help others resolve conflicts constructively.

75
Q

Managing Unit Conflict
Third-party consultation: Sometimes, managers can be used as a neutral party to help others resolve conflicts constructively. When should this be done?

A

This should be done only if all parties are motivated to solve the problem and if no differences exist in the status or power of the parties involved.

76
Q

Managing Unit Conflict
Third-party consultation: Sometimes, managers can be used as a neutral party to help others resolve conflicts constructively.

What also can be done?

A

If the conflict involves multiple parties and highly charged emotions, the manager may find outside experts helpful for facilitating communication and bringing issues to the forefront.

77
Q

Managing unit conflict

Behavior change:

A

This is reserved for serious cases of dysfunctional conflict.

78
Q

Managing unit conflict

Behavior change: What can be used to develop self-awareness?

A

Educational modes, training development, or sensitivity training can be used to solve conflict by developing self-awareness and behavior change in the involved parties.

79
Q

Managing unit conflict

Responsibility charting: When is this done?

A

When ambiguity results from unclear or new roles, it is often necessary to have the parties come together to delineate the function and responsibility of roles.

80
Q

Managing unit conflict

Responsibility charting: If areas of joint responsibility exist, the manager must do what?

A

If areas of joint responsibility exist, the manager must clearly define such areas as ultimate responsibility, approval mechanisms, support services, and responsibility for informing.

81
Q

Managing unit conflict

Responsibility charting: What is this useful for?

A

This is a useful technique for elementary jurisdictional conflicts.

An example of a potential jurisdictional conflict might arise between the house supervisor and unit manager in staffing or between an in-service educator and unit manager in determining and planning unit educational needs or programs.

82
Q

Managing unit conflict

Structure change: What occurs?

A

Sometimes, managers need to intervene in unit conflict by transferring or discharging people.

Other structure changes may be moving a department under another manager, adding an ombudsperson, or putting a grievance
procedure in place.

Often, increasing the boundaries of authority for one member of the conflict will act as an effective structure change to resolve unit conflict.

Changing titles and creating policies are also effective techniques.

83
Q

Managing unit conflict

Soothing one party: When is this used?

A

Soothing one party: This is a temporary solution that should be used in a crisis when there is no time to handle the conflict effectively or when the parties are so enraged that immediate conflict resolution is unlikely.

84
Q

Managing unit conflict

Soothing one party: What may help?

A

Waiting a few days allows most individuals to deal with their intense feelings and to be more objective about the issues.

85
Q

Managing unit conflict

Soothing one party: Regardless of how the parties are soothed, what must the manager do?

A

Regardless of how the parties are soothed, the manager must address the underlying problem later or this technique will become ineffective.

86
Q

Tips in conflict resolution:

What should you focus on?

A

Focus on the problem

87
Q

Tips in conflict resolution:

What kind of solution should you have?

A

Arrive at a suitable solution

88
Q

Tips in conflict resolution:

What should you ensure?

A

Ensure that all the information is provided

89
Q

Tips in conflict resolution:

How should you act? What should you understand?

A

Active listening

Understanding each perspective

90
Q

Bullying:

What is it?

A

Bullying is a repeated aggressive behavior that involves an imbalance of power or strength.

Bullying is abusive conduct that is threatening, humiliating, or intimidating in nature.

91
Q

Bullying:

How can it manifest?

A

It can manifest in various forms, including physical, verbal, relational, and cyberbullying.

92
Q

Bullying:

What kind of bullying exists?

A

Physical Bullying

Verbal Bullying

Relational Bullying

Cyberbullying

93
Q

Incivility

A

Incivility is characterized by behaviors that violate social norms of respect and consideration for others.

94
Q

Incivility:

What does it often include?

A

It often includes dismissive remarks, aggressive tone, sarcasm, or ignoring someone altogether.

95
Q

Incivility:

Workplace incivility can take many forms, including

A

Workplace incivility can take many forms, including name-calling, refusing help, setting up a colleague for failure, or playing pranks

*Incivility is a term used to describe mistreatment or discourtesy to another person. It occurs on a continuum from disruptive behaviors such as eye-rolling and other nonverbal behaviors and sarcastic comments to threatening behaviors, such as intimidation and physical violence.

96
Q

Question:What is the most appropriate initial action for you to take as a bystander in this situation?

A. Confront the seasoned nurse privately and tell her that her behavior is unacceptable.
B. Speak to the targeted nurse privately to express your support and encourage her to report the bullying.
C. Ignore the situation, as it does not involve you directly.
D. Report the behavior to your supervisor immediately without addressing it with the nurses involved.

A

B. Speak to the targeted nurse privately to express your support and encourage her to report the bullying.

Rationale:
Offering support to the targeted nurse can help her feel less isolated and more empowered to address the situation. Encouraging her to speak up promotes a culture of openness and can help initiate change. Confronting the seasoned nurse directly may escalate the situation, ignoring it does not help the affected colleague. Reporting it to a supervisor without first discussing it with the affected nurse may also undermine her autonomy and could lead to further complications.

97
Q

Mobbing

A

Mobbing is characterized by repeated, hostile behavior directed at an individual by multiple coworkers.

98
Q

Mobbing: What dose it involve?

A

It often involves spreading rumors, social exclusion, verbal abuse, and other tactics aimed at undermining the targeted individual’s credibility and self-esteem.

In mobbing, employees “gang up” on an individual.

99
Q

Workplace violence:

Includes activities like:

A

Includes activities like mobbing, bullying and incivility

100
Q

Workplace violence:
impacts?

A

This type of behavior impacts physical, emotional and socioeconomic health of employees and threatens patient safety

101
Q

Workplace violence:
What is a worldwide issue?

A

Violence against healthcare worker is a worldwide issue

102
Q

Workplace violence:

How has it changed?

A

The incidence of violence has increase since the beginning of COVID

103
Q

CONSEQUENCE OF WORKPLACE VIOLENCE

A

Healthcare exposed to workplace violence are more likely to experience anxiety, depression and posttraumatic stress disorders

Medical consequence include increase in neck pain, acute pain, fibromyalgia, musculoskeletal complaints and cardiac symptoms

Mental distress, sleep disturbance, fatigue, lack of vigor all increase absenteeism and turnover
This impacts the nurse ability to provide quality care

104
Q

Zero tolerance for bullying ]

A

Zero Tolerance for Bullying is a policy approach that aims to completely eliminate bullying behaviors in various settings, particularly in schools and workplaces. Here’s a detailed overview of what zero tolerance entails, its principles, benefits, challenges, and implementation strategies.

105
Q

Zero Tolerance for Bullying

Here’s a detailed overview of what zero tolerance entails, its principles, benefits, challenges, and implementation strategies.

Key Principles

A

Clarity of Policy:

Consistency:

Immediate Response:

Support for Victims:

106
Q

Zero Tolerance for Bullying

Here’s a detailed overview of what zero tolerance entails, its principles, benefits, challenges, and implementation strategies.

Key Principles: Clarity of Policy:

A

Clear definitions of what constitutes bullying, including physical, verbal, relational, and cyberbullying.

107
Q

Zero Tolerance for Bullying

Here’s a detailed overview of what zero tolerance entails, its principles, benefits, challenges, and implementation strategies.

Key Principles: Consistency:

A

Enforcing the policy uniformly across all cases, ensuring that no incidents are overlooked.

108
Q

Zero Tolerance for Bullying

Here’s a detailed overview of what zero tolerance entails, its principles, benefits, challenges, and implementation strategies.

Key Principles:Immediate Response:

A

Taking swift action when bullying is reported or observed, addressing the behavior promptly.

109
Q

Zero Tolerance for Bullying

Here’s a detailed overview of what zero tolerance entails, its principles, benefits, challenges, and implementation strategies.

Key Principles: Support for Victims

A

Providing resources and support for those affected by bullying, ensuring their well-being and safety.

110
Q

Benefits of zero tolerance for bullying

A

Creates a Safe Environment:

Deterrence:

Promotes Awareness:

Empowerment:

111
Q

Benefits of zero tolerance for bullying

Creates a Safe Environment:

A

: A zero-tolerance policy can help create a safer, more supportive environment for everyone.

112
Q

Benefits of zero tolerance for bullying

Creates a Safe Environment: Deterrence:

A

Deterrence: The threat of immediate consequences can discourage individuals from engaging in bullying behavior.

113
Q

Benefits of zero tolerance for bullying

Creates a Safe Environment:
Promotes Awareness:

A

Raising awareness about bullying and its impacts fosters a culture of respect and empathy.

114
Q

Benefits of zero tolerance for bullying

Creates a Safe Environment:
Empowerment:

A

Victims may feel more empowered to report bullying if they know there is a clear policy in place.

115
Q

Negotiation:

What is it?

A

Negotiation is a dialogue aimed at resolving disputes or reaching agreements.

116
Q

Negotiation:

What does it involve?

A

It typically involves discussing issues, identifying interests, and proposing solutions to arrive at a mutually acceptable outcome.

117
Q

Negotiation terminology:

A

Bottom Line

Trade- offs

Hidden Agenda

118
Q

Negotiation terminology:

The bottom line:

A

*The very least for which a person will settle is often referred to as the bottom line.

119
Q

Negotiation terminology:

Trade-offs :

A

*Trade-offs are secondary gains, often future-oriented, that may be realized as a result of conflict.

120
Q

Negotiation terminology:

Hidden agendas :

A

*The manager also must look for and acknowledge hidden agendas—the covert intention of the negotiation.

121
Q

BEFORE, DURING AND AFTER NEGOTIATIONS

Before

A

Be prepared mentally by having done your homework.

Determine the incentives of the person you will be negotiating with.

Determine your starting point, trade-offs, and bottom line.

Look for hidden agendas, both your own and those of the parties with whom you are negotiating.

122
Q

BEFORE, DURING AND AFTER NEGOTIATIONS

During:

A

Maintain composure.

Ask for what you want assertively.

Role model good communication skills (speaking and listening), assertiveness, and flexibility.

Be patient and take a break if either party becomes angry or tired during the negotiation.

Avoid using destructive negotiation techniques but be prepared to counter them if they are used against you.

123
Q

BEFORE, DURING AND AFTER NEGOTIATIONS

After

A

Restate what has been agreed on, both verbally and in writing.

Recognize and thank all participants for their contributions to a successful negotiation

124
Q

“Strategies to increase persuasiveness and foster open communication during the negotiation”

*Data-gathering phase:

A

Learn as much as possible about the issue.

125
Q

“Strategies to increase persuasiveness and foster open communication during the negotiation”

*The effective negotiator always how?

A

*The effective negotiator always appears calm and self-assured.

126
Q

“Strategies to increase persuasiveness and foster open communication during the negotiation”

What kind of statements should be used?

A

*Use factual statements; listen and keep an open mind.

127
Q

“Strategies to increase persuasiveness and foster open communication during the negotiation”

What should be discussed?

A

Discuss issues and not personalities.

128
Q

“Strategies to increase persuasiveness and foster open communication during the negotiation”

How should you be?

A

*Be honest; Delay when confronted with something totally unexpected.

129
Q

“Strategies to increase persuasiveness and foster open communication during the negotiation”

What should you never tell other party?

A

*Never tell the other party you are willing to negotiate totally. You may be giving up too early.

130
Q

“Strategies to increase persuasiveness and foster open communication during the negotiation”

What should you know?

A

*Know the bottom line but try not to use it; take breaks if either party becomes angry or tired.

131
Q

“Strategies to increase persuasiveness and foster open communication during the negotiation”

*Once a compromise has been reached, what should be done?

A

*Once a compromise has been reached, restate it so that everyone is clear about what has been agreed on

132
Q

Destructive techniques

A

Aggression

Flattery

Ridicule

Manipulation

Intimidation

Gestures of helplessness

Ambiguous/Inappropriate questions

133
Q

Destructive techniques:

Negotiation tactics can sometimes be how?

A

*Negotiation tactics can sometimes be manipulative: managers must be cognizant of the other party’s motives.

134
Q

What is never a part of a successful collaborative conflict resolution?

A

*Destructive negotiation tactics are never a part of a successful collaborative conflict resolution.

An astute nurse-manager must stay cognizant of the other party’s motives, tactics and behaviors in order to identify manipulative tactics.

135
Q

Types of alternate dispute resolution

A

Mediation

Fact finding

Ombudsperson

Due Process hearing

Arbitration

136
Q

Types of alternate dispute resolution

Mediation:

A

*Mediation - a mechanism for dispute resolution.

137
Q

Types of alternate dispute resolution

What is a mediator?

A

A mediator is a neutral third party who has no conflict of interest and has no vested interest in the outcome.

138
Q

Types of alternate dispute resolution

Where is a mediator from?

A

The mediator is from outside the organization.

139
Q

Types of alternate dispute resolution

How does a mediator work?

A

The mediator meets with each group separately as well as meeting with them together.

140
Q

What kind of role does a mediator play?

A

The mediator has a broad role that can address process as well as the issues in dispute.

141
Q

The mediator’s decision is viewed as how?

A

The mediator’s decision is not binding, unlike *arbitration ( in arbitration –the decision is binding=Both parties are required to accept the decision.)

142
Q

*Ombudspersons:

A

investigate grievances filed by one party against another and ensure that individuals involved in conflicts understand their rights as well as the process that should be used to report and resolve the conflict.

They do not normally provide expert testimony, psychosocial support, or monitor implementation of a solution

143
Q

Closure during the process

A

End on a friendly note

Follow up with a memo

Restate the final decision clearly

Hide astonishment about success

Make the other party feel like they have won too

NURS 426: Leadership in Nursing (20 decks)

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