Chapter 21 Flashcards

Question

Leadership role in conflict resolution What do leaders encourage?

Answer 1

Encourages consensus building when group support is needed to resolve conflicts

Answer 2

Creates a work environment that minimizes the antecedent conditions for conflict

Answer 3

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

Answer 4

Facilitates conflict resolution among team members when appropriate

Answer 5

Accepts mutual responsibility for reaching predetermined supraordinate goals

Answer 6

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

Answer 7

Obtains needed unit resources through effective negotiation strategies

Answer 8

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

Answer 9

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

Answer 10

Addresses the need for closure and follow-up to negotiation

Answer 11

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

Answer 12

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

Answer 13

LATENT CONFLICT PERCEIVED CONFLICT FELT CONFLICT MANIFEST CONFLICT CONFLICT AFTERMATH

Answer 14

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

Answer 15

occurs when the conflict becomes emotionalized. Felt emotions include hostility, fear, mistrust, and anger.

Answer 16

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

Answer 17

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

Answer 18

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

Answer 19

**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.

Answer 20

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

Answer 21

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

Answer 22

Compromising Competing Accommodating/Cooperating Avoiding Smoothing Collaborating

Answer 23

Win–Win—optimal goal in conflict resolution Win–Lose Lose–Lose

Answer 24

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

Answer 25

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

Answer 26

Give + Take =compromise Each party gives up something it wants

Answer 27

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

Answer 28

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

Answer 29

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

Answer 30

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.

Answer 31

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

Answer 32

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

Answer 33

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

Answer 34

Description Downplaying differences and emphasizing common interests to reduce tension.

Answer 35

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

Answer 36

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

Answer 37

An individual attempts to reduce the emotional component of the conflict

Answer 38

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

Answer 39

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

Answer 40

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

Answer 41

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

Answer 42

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

Answer 43

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

Answer 44

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

Answer 45

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

Answer 46

Managers should encourage supporting conflict resolution and facilitate collaboration. In most circumstances, this approach should be implemented before the manager becomes directly involved

Answer 47

Confrontation Third-party consultation Behavior change Responsibility charting Structure change Soothing one party

Answer 48

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

Answer 49

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.

Answer 50

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

Answer 51

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.

Answer 52

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.

Answer 53

This is reserved for serious cases of dysfunctional conflict.

Answer 54

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

Answer 55

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.

Answer 56

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

Answer 57

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.

Answer 58

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.

Answer 59

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.

Answer 60

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

Answer 61

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

Answer 62

Focus on the problem

Answer 63

Arrive at a suitable solution

Answer 64

Ensure that all the information is provided

Answer 65

Active listening Understanding each perspective

Answer 66

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.

Answer 67

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

Answer 68

Physical Bullying Verbal Bullying Relational Bullying Cyberbullying

Answer 69

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

Answer 70

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

Answer 71

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.

Answer 72

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.

Answer 73

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

Answer 74

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.

Answer 75

Includes activities like mobbing, bullying and incivility

Answer 76

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

Answer 77

Violence against healthcare worker is a worldwide issue

Answer 78

The incidence of violence has increase since the beginning of COVID

Answer 79

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

Answer 80

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.

Answer 81

Clarity of Policy: Consistency: Immediate Response: Support for Victims:

Answer 82

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

Answer 83

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

Answer 84

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

Answer 85

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

Answer 86

Creates a Safe Environment: Deterrence: Promotes Awareness: Empowerment:

Answer 87

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

Answer 88

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

Answer 89

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

Answer 90

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

Answer 91

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

Answer 92

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

Answer 93

Bottom Line Trade- offs Hidden Agenda

Answer 94

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

Answer 95

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

Answer 96

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

Answer 97

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.

Answer 98

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.

Answer 99

Restate what has been agreed on, both verbally and in writing. Recognize and thank all participants for their contributions to a successful negotiation

Answer 100

Learn as much as possible about the issue.

Answer 101

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

Answer 102

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

Answer 103

Discuss issues and not personalities.

Answer 104

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

Answer 105

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

Answer 106

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

Answer 107

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

Answer 108

Aggression Flattery Ridicule Manipulation Intimidation Gestures of helplessness Ambiguous/Inappropriate questions

Answer 109

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

Answer 110

*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.

Answer 111

Mediation Fact finding Ombudsperson Due Process hearing Arbitration

Answer 112

*Mediation - a mechanism for dispute resolution.

Answer 113

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

Answer 114

The mediator is from outside the organization.

Answer 115

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

Answer 116

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

Answer 117

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

Answer 118

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

Answer 119

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

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Chapter 21 Flashcards

Exam 4 (Final)

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