Communication and Conflict Flashcards
verbal communication
-Face-to-Face
-Video Conference
-Telephone
non-verbal communication
-Body Language
-Facial Expressions
-Tone of Voice
-Pace of Conversation
-Personal Space
written communication
-Emails
-Text messages
-Instant Messages
elements of communication
sender
message
receiver
channel
feedback
noise
communication barriers
language differences
jargon
noise/distractions
physiological barriers
perception/viewpoints
time
lack of attention
hearing/speech problems
psychological barriers
cultural differences
effective communication skills
-Use Active Listening
-Awareness of Nonverbals
-Build Trust
-Show Compassion
-Clarify Questions
-Use “I” Statements
-Maintain Eye Contact
enhancing handoff communication
SBAR
shift huddles
bedside shift report
readback verification
what is conflict
-Disagreement in values or beliefs within
oneself or between people that causes
harm or has the potential to cause harm.
-Conflict is a catalyst for change and has
the ability to stimulate either detrimental
or beneficial effects.
3 types of conflict
intrapersonal
interpersonal
organizational
factors increasing stress and conflict
employee diversity
increased complexity of patients
pressure of timely decisions
high nurse-patient ratios
decrease in resources
aging workforce
discrepancies leading to conflict
Approaches: Different ideas about the best
approach to achieve the goal
may produce conflict. Example:
For the goal to reduce costs by
10%, one leader may target
overtime hours, and another
may eliminate the budget for
continuing education.
Values: Values-based conflicts are more
personal, so they generate
disagreements that can be
threatening and adversarial.
Values are subjective, so these
types of conflicts often remain
unresolved.
Facts: Fact-based conflict sources
are externally written and
include: Job descriptions,
hospital policies, standards of
nursing practice, and The
Joint Commission (TJC)
mandates.
Goals: Goal conflicts arise from
competing priorities (e.g.,
desire to empower employees
vs. control through
micromanagement)
Goals
Approaches Values
Resolve using objective data
stages of conflict
frustration
conceptualization
action
outcomes
what happens with frustration
-Occurs when people or groups perceive that their
goals may be blocked.
-May escalate into stronger emotions, such as
anger and deep resignation
what happens with conceptualization
-Difference in interpretation of a situation
-Different emphasis on what is important and what is not
-Different thoughts about what should occur next.
what happens with action
A behavioral response that could include:
–Clarification about another persons views
–Collecting additional information that informs
the issue
–Engaging in dialog about the issue
what happens during conflict outcomes
1- Conflict being resolved
with a revised approach
2- Stagnation of any
current movement
3- No future movement
outcomes resolutions: constructive/successful
- Growth occurs.
- Problems are resolved.
- Groups are unified.
- Productivity is increased.
- Commitment is increased.
outcomes resolution: unsatisfactory
- Negativity, resistance, and
increased frustration inhibit
movement. - Resolutions diminish or are absent.
- Groups divide, and relationships
weaken. - Productivity decreases.
- Satisfaction decreases.
modes of conflict resolution
avoiding
accommodating
competing
compromising
collaborating
Parties neither pursue their own needs, goals, or concerns immediately nor assist others to pursue theirs.
avoiding
appropriate uses of avoiding
- When facing trivial and/or temporary issues, or when other far
more important issues are pressing - When there is no chance to obtain what one wants or needs, or
when others could resolve the conflict more efficiently and
effectively - When the potential negative results of initiating and acting on
a conflict are much greater than the benefits of its resolution - When people need to “cool down,” distance themselves, or
gather more information
One party sacrifices his or her beliefs and wants to allow the other party to win.
accommodating: unassertive and coopering
appropriate uses of accommodating
- When other people’s ideas and solutions appear to be better or when you
have made a mistake - When the issue is far more important to the other person or people than it
is to you - When you see that accommodating now “builds up some important
credits” for later issues - When you are outmatched and/or losing anyway; when continued
competition would only damage the relationships and productivity of the
group and jeopardize accomplishing major purpose(s) - When preserving harmonious relationships and avoiding defensiveness
and hostility are very important - When letting others learn from their mistakes and/or increased
responsibility is possible without severe damage
One party pursues their own needs and goals at the expense of others
competing: assertive and uncooperating
appropriate uses of competing
- When quick, decisive action is necessary
- When important, unpopular action needs to be taken or
when trade-offs may result in long-range, continued conflict - When an individual or group is right about issues that are
vital to group welfare - When others have taken advantage of an individual’s or
group’s noncompetitive behavior and now are mobilized to
compete about an important topic
Each party gives up something it wants
compromising: assertive and cooperating
appropriate uses of compromising
- When two powerful sides are committed strongly to
perceived mutually exclusive goals - When temporary solutions to complex issues need
to be implemented - When conflicting goals are “moderately important”
and not worth a major confrontation - When time pressures people to expedite a workable
solution - When collaborating and competing fail
facts of negotiating
Resembles compromise- Emphasis on accommodating
differences between parties
A learned skill developed over time
A trade- “You can have this if I can have that”
Parties work creatively and openly to find a
solution that most fully satisfies all important
concerns and goals to be achieved
collaboration: assertive and cooperating
appropriate uses and collaborating
- When seeking creative, integrative solutions in which both sides’ goals and needs are important, thus developing group
commitment and a consensual decision - When learning and growing through cooperative problem solving, resulting in greater understanding and empathy
- When identifying, sharing, and merging vastly different
viewpoints - When being honest about and working through difficult emotional issues that interfere with morale, productivity, and growth
conflict management styles often used from direct care nurse
avoidance and accommodation
conflict management styles often used of nurse manager
compromise
conflict management styles most success
Deliberate Approach:
* Delaying confrontation
* Approaching the colleague calmly
* Acknowledging the colleague’s point of view
ANA Tips for Conflict Resolution
- Foster open communication
- Mediate and negotiate
- Identify underlying issues
- Encourage empathy
- Seek a compromise
- Provide guidance and coaching
- Encourage professional behavior
- Follow established policies and procedures
- Document the issue and provide follow-up
leader role
- Healthy work environment
- Open communication
- Collaborative practice
- Modeling behavior
- Conflict prevention
- Conflict resolution
what is incivility and give examples
one or more rude, discourteous or disrespectful actions
Ex: gossiping, eye rollings, sarcastic comments, taunting, racial/ethic slurs, intimidation, or refusing to assist a coworker
what is lateral violence
aggressive and destructive behavior or psychological harassment of nurses against each other
-nurse-to-nurse
what is horizontal violence
conflictual behaviors among individuals who consider themselves peers
-doctor to nurse
-nurse to CNA
what is bullying
repeated, unwanted harmful actions intended to humiliate, offend, and cause distress in the recipient
a real or perceived power differential between the instigator and recipient must be present
addressing incivility
- Zero Tolerance
- Awareness
- Bystander Intervention
- Encourage 1:1 Conflict Resolution
- Know the Policy
- Timely Reporting
- Document
