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NURS-204 > Lecture 5: Conflict Management > Flashcards

Lecture 5: Conflict Management Flashcards

1
Q

Interpersonal Attraction

A

the degree to which you want to initially form or maintain an interpersonal relationship

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2
Q

Sources of Initial Attraction

A

a) Proximity - being physically close to another promotes communication (often forms bonds with those physically close)
b) Physical Appearance - the more someone looks like us the more we assume they will have similar values and interests

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3
Q

Turning Points

A

Specific events or interactions that are positive/negative and signal changes (for better/worse) in a relationship
- 2 types: Casual and Reflective

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4
Q

Casual Turning Point

A

Specific event causes a change in the relationship
e.g. 1st date, 1st kiss, spouse has an affair, etc.

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5
Q

Reflective Turning Point

A

Signals that a change has occurred in the definition of the relationship.
e.g. you receive an invitation from a friend to go for dinner with their family= signals that a change has occurred in the definition of the relationship (the invitation didn’t cause a change, but REFLECTS a change in how you and your friend perceive the relationship)

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6
Q

Social Exchange Theory

A

“is this relationship really worth it?”
- People will pursue relationships where the rewards are greater than the costs and will abandon it is the costs are greater than the rewards
- includes immediate rewards and costs
- forecasted rewards and cost
- cumulative rewards and costs

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7
Q

Social Exchange Theory: Immediate Rewards and Costs

A

rewards or costs that are associated with a relationship at the present moment = will stay in a relationship in the present moment for added benefit or if there is no cost

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8
Q

Social Exchange Theory: Forecasted Rewards and Costs

A

rewards or costs that you assume will occur based on a projection/prediction = so you decide to stay in a relationship or not based on forecasted prediction of reward/cost

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9
Q

Social Exchange Theory: Cumulative Rewards and Costs

A

refers to the total rewards or costs you have acquired during the course of a relationship. Rewards add up so that you will not immediately end a relationship over a minor cost. Or costs add up in such a way that = leave relationship

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10
Q

Relational Dialects Theory

A

The belief that relationship development occurs in conjunction with various tensions that exist in all relationship. The tensions either pull us towards intimacy or independence:
a) Connectedness vs Autonomy - desire to connect & a desire to remain independent and autonomous.
b) Predictability vs Novelty (certainty vs uncertainty) - knowing what to expect and able to predict but want new and unexpected
c) Openness vs Closeness - we want disclosure of info while also valuing privacy and desire to hold back info

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11
Q

Social Penetration Theory

A

explains how through the process of self disclosure relationships become more intimate
- without self disclosure we form on superficial relationships
- Breadth = various pieces of self (hobbies, beliefs, family, school)
- Depth = how personal or intimate that info is

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12
Q

Self Disclosure

A

Self disclosure occurs when we purposely provide info to others a/b ourselves
- without self disclosure we form on superficial relationships
- Breadth = various pieces of self (hobbies, beliefs, family, school)
- Depth = how personal or intimate that info is

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13
Q

A mom just delivered her second child. She is sobbing and in tears trying to deal with being pulled in two different directions. She wanted to breastfeed her baby because she knows it is best. But she struggles with it for many reasons. With her first baby they spent a lot of time trying to breastfeed and she just didn’t have time for herself. But she wants to try again because it is best for babe. Which tension is this mom dealing with:
a) Connectedness versus autonomy
b) Predictability versus novelty
c) Openness versus closeness
d) Self disclosure to create a therapeutic relationship

A

a) Connectedness vs Autonomy

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14
Q

You have a roommate with whom an event occurs. After the event you develop a more intimate relationship due to the disclosure of info. Which theory is this?
a) Relational Dialects
b) Social Penetration
c) Turning Point
d) Social Exchange Theory

A

b) Social Penetration

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15
Q

Upward Communication

A

Involves the flow of communication from subordinates to superiors (e.g. talking with your boss)

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16
Q

Pelz Effect

A

subordinates feel more satisfied in their jobs the more they feel they are able to influence higher-level decisions (strong pelz effect occurs when subordinates perceived their supervisors as supportive)

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17
Q

Downward Communication

A

Communication that flows from superiors to subordinates
- Can be done via memo, newsletters, posters, email, or, of course, face-to-face

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18
Q

Horizontal Communication

A

Communication among colleagues, co-workers, peers at the same level within an organization
- communicate with colleagues to coordinate job tasks, share plans, and info, or solve problems
- may occur between workers in different departments or divisions who perform similar jobs at a similar level (Pt transfer)

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19
Q

Outward Communication

A

Talking with patients - communication that flows to those outside an organization
a) focus on the needs of those served through outward communication
b) develop more empathy, better listening skills, and more awareness of nonverbal messages from patients

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20
Q

The N206 instructor needs immediate action from Leanne. Needs Leanne to take the patients vital signs so the primary RN can administer medications. What direction of communication is this an example of?

A

Downward Communication

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21
Q

The N206 instructor needs immediate action from Leanne. Needs Leanne to take the patients vital signs so the primary RN can administer medications. The best way for the instructor to communicate this would be?
a) By text
b) Over Email
c) Face to Face
d) Over the Phone

A

c) Face to Face

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22
Q

Hostile Work Environments

A

Workers rights are threatened through offensive working conditions behaviour on part of other workers

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23
Q

Sexual Harassment

A

Coerced into romantic relationship (Quid pro Quo)
e.g. if you want this promotion, you should have sex with me

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24
Q

Workplace Bullying

A

Repeated verbal/nonverbal acts to humiliate or harm an individual in front of others
e.g. deliberately humiliating in a meeting or constantly giving a nurse the heaviest pt load

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25
Backstabbing
More covert or subtle and indirect acts of aggression that cause someone personal or professional harm a) Active: talking behind someone's back, sabotaging someone, lying, blaming, and falsely accusing someone b) Passive: broken promises (organization or co-worker), or withheld or concealed info
26
Darryl made a crude joke about women at the nurse's desk and his co-worker Ashley feels like her personal rights are being violated because she had to listen to him even though the jokes aren’t aimed at her. Which form of communication is she experiencing? a) Backstabbing b) Hostile Environment c) Workplace Bullying d) Quid pro quo
b) Hostile Environment
27
Minimizing Unpleasant Message (MUM) Effect:
Describes instances when people avoid sharing bad/negative news Psychological aversion to avoid sharing bad news - to protect themselves from consequences - to protect the person they are telling the news to - to avoid "shoot the messenger" effect
28
Interpersonal Conflict
an expressed struggle (displeasure expressed verbally or nonverbally) between at least 2 interdependent people who have: a) Incompatible goals - conflict happens b/c they want the same thing b) Scarce resources
29
Conflict Triggers
- Criticism - Feeling Entitled - Perceived Lack of Fairness - More Perceived Cost than Rewards - Different Perspectives - Stress and Lack of Rest - Dialectical Tension
30
Ashlyn knows that she is more likely to get into a conflict at the beginning of her vacation. This demonstrates an understanding of which common conflict trigger? a) Feeling entitled b) Dialectical tension c) Stress and lack of sleep d) Different perspectives
c) Stress and Lack of Sleep
31
Conflict as a Process:
1) Source: Prior Conditions 2) Beginning: Frustration Awareness 3) Middle: Active Conflict 4) End: Resolution 5) Aftermath: Follow-up
32
Conflict as a Process: Source - Prior Conditions
- Sets the stage for a disagreement - Begins when you become aware there are differences in role expectations, perceptions, goals, or resources but you don't say anything yet
33
Conflict as a Process: Beginning - Frustration Awareness
- At least 1 person becomes aware that the differences are increasingly problematic (passive struggle - frustration remains only as thoughts) - Self-talk ("something is wrong & i don't like it") - When these differences interfere with something you want = frustration rises
34
Conflict as a Process: Middle - Active Conflict
- When you bring your frustration to the attention of others it becomes an active conflict or expressed struggle - Doesn't have to be shouting. can be verbal or nonverbal
35
Conflict as a Process: End - Resolution
- When you begin to try managing the conflict - Not all conflicts can be resolved = e.g. divorce
36
Conflict as a Process: Aftermath - Follow-up
Dealing with hurt feelings or managing simmering grudges, and checking with the other person to confirm that the conflict has not retreated into the frustration awareness stage
37
When does management of a conflict occur according to the conflict as a process?
It occurs during the Resolution Stage
38
If your frustrations remain only as thoughts, the conflict is passive True or False?
False (thoughts impact nonverbals)
39
Types of Conflicts
a) Pseudo conflicts b) Simple conflicts c) Ego conflicts
40
Pseudo Conflict
- Conflict triggered by lack of understanding and miscommunication - To resolve: check perceptions, listen b/w the lines for nonverbal cues & establish supportive rather than defensive climate
41
Simple Conflict
*Most Common - Conflict that stems from differences in ideas, definitions, perceptions, or goals - To resolve: "Issue Triage"- identify the issue, clarify, look for more than 1 solution
42
Ego Conflicts
*Gets personal & is the Most difficult to manage - 1 or both parties feel that they are being personally attacked (self esteem) - Is the conflict driven by a desire to create a better solution or by the need to be right?
43
Andy says to Hannah, "you're such a sloppy roommate". Andy is demonstrating what type of conflict with this remark?
An Ego Conflict
44
You are caring for Matt who is 87 years old and loves curling. The plan of care you have for Matt includes walking up and down the hallway at least once a day. Matt does not want to do this because the Briar is on and he wants to watch the curling. What type of conflict is this?
Simple Conflict
45
Power Sources
Legitimate Power Referent Power Expert Power Reward Power Coercive Power
46
Legitimate Power
Comes from a respect for a position another holds (teachers, nurses, parents, police, company presidents)
47
Referent Power
Comes from our attraction to another person, or the charisma a person holds (we let people we like influence us)
48
Expert Power
Based on a person's knowledge and experience We give power to those who know more than we do or have some level of expertise we don't have (teen daughter knows more a/b computers so you let her try to help you)
49
Reward Power
Give power to others based on their ability to satisfy our needs with rewards of money, gifts, etc. *most common form of power in interpersonal relationships - Withholding rewards (like affection) is a form of punishment called Coercive Power
50
Coercive Power
Involves the use of sanctions or punishment (something they don't want) to influence
51
Positive Compliance Gaining
Taking actions to get others to comply with our goals/meet our needs - we develop persuasive strategies - our level of power and type of relationship affects the strategies used
52
Examples of Positive Compliance Gaining
1. In Life: before your teen son asks to borrow the car on Friday night... suddenly they are cleaning and helping 2. Nursing Care: "ok if you drink all this fluid and void at least 250mls we won't need to do a catheter" 3. Nursing Care with a Teen: "ok you sleep until 10am but then we need to get up and take your meds"
53
Conflict Management Styles
The consistent patterns or approaches people use to manage disagreements with others. Typically use 1 of the 5 management styles: 1) Avoidance 2) Accommodation 3) Competition 4) Compromise 5) Collaboration
54
Conflict Management Styles: Avoidance
- Withdraw from conflict (lose-lose b/c avoid conflict = nobody's goals are met) - The person manages conflict by backing off and trying to sidestep it (change the subject) - desire to avoid hurting feelings or focusing on the details to exclude the real issue
55
Conflict Management Styles: Accommodation
- Give in to conflict = Lose-Win - You give in to the demands of others "ok lets do it your way" b/c of fear of rejection or rocking the boat, seeking approval, avoiding a scene - Pseudo solution = delays the effort of seeking a real solution
56
Conflict Management Styles: Competition
- Dominate = Win-Lose - Relies on aggressive and dominance to achieve personal goals at the expense of the other person - Want to control others... not typically other-oriented
57
Conflict Management Styles: Compromise
- Seeks middle ground = Lose/Win-Win/Lose (both people win a bit & lose a bit) - Attempts to find middle ground and Somewhat meets the needs of everyone - Emphasizes the importance pf collaboration and respect (ALL parties have EQUAL power)
58
Conflict Management Styles: Collaboration
- Negotiate a positive solution for everyone = Win-Win (both peps goals are met) - Uses other oriented strategies to achieve a positive solution for all - People who use this style view conflict as a set of problems to be solved rather than a win-lose situation
59
Which conflict management style is often seen in those who have a low concern for others and themselves?
Avoidance Conflict Management Style
60
Our personality, our conflict partner, and situational factors such as time and place of the conflict all influence? a) the conflict management style we choose b) the type of power we display c) the interpersonal communication skills we choose d) the type of conflict we engage in
a) The Conflict Management Style we choose
61
Conflict Management Strategies
a) Manage your goals b) Manage the problem c) Manage your emotions and plan your message d) Face saving concept
62
Concept of Saving-Face
When we use strategies that allow ANOTHER person to SAVE FACE from embarrassment after a failure, mistake or disagreement is conflict resolution strategy
63
Reproach
A message (verbal or nonverbal) to indicate there has been a failure of in what was expected. Can be mild to aggravating reproach: - Mild reproach = hey I was wondering if you were done with the book I loaned you - Aggravating reproach = remind me never to loan you a book again!
64
Account
- The response to the reproach (the nature of the reproach affects the account/response) - Accounts can be given without a reproach.. simply b/c you know you failed to live up to expectations (e.g. apologizing when u accidently cut someone off in the elevator line)
65
You know that a message in response to the violation of a relational expectation is called a(n)?
Account
66
5 Forms of Accounts
1. Apologies (asks for forgiveness) 2. Excuses (assertion that nothing could've been done to prevent the failure) 3. Justifications (accepting responsibility but redefines it as not a failure) 4. Denials (states failure or transgression never took place) 5. Silence (Ignoring reproach/absence of an account)
67
Retaliation
Involves an attempt to hurt the partner in response to the hurt they caused ("even the score" "backstabbing") - yelling, accusing, sarcasm, active distancing (silent treatment), jealousy, violence
68
Civility
the display of polite and courteous acts and expressions that show regard for others
69
Incivility in the Workplace
Discourteous speech or behaviour that violates norms of respect towards others we work with
70
The Continuum of Progression of Client Behaviours
Anxiety -> Anger -> Aggression Anxiety is the gateway to aggression
71
Strategy to Diffuse an Angry/Hostile Patient
L - Listen: say nothing; let them be emotional O - Offer: reflective comments "I notice you are angry" W - Wait: count from 1-10 L - Look: appropriate eye contact I - Incline: affirm interest by inclining your head = non-threatening N - Nod: demonstrates attention E - Express: an interest "I expect that made you feel worse"
72
Warning Signs for Aggression in People with Dementia
- Raise their voice - Throw things - Hitting, kicking or pushing - Foul language
73
You are caring for Tom who shares a room with Frank. Both men use wheelchairs to ambulate. You are at the desk when you hear some noise so you walk to the room to investigate. When you walk in both men are swinging at each other and actually hitting one another. They are clearly angry. What is the appropriate action for you to take? a) Loudly announce yourself and try to separate the two men from hurting one another b) WAIT and Stand at the doorway and call for help as the other nurses are at the desk c) Go into the room and pull the call bell for help d) Calmly enter the room, announce yourself and try to separate the two men from hurting one another
b) WAIT and Stand at the doorway and call for help as the other nurses are at the desk
74
Bad News
information that is unknown but relevant to the recipient and is likely to have negative repercussions
75
Ways to Deliver Bad News
1. Direct Approach: honest & straightforward - negative news at the beginning 2. Indirect Approach: messages that place the negative news b/w a positive intro and conclusion (bad news sandwich) 3. Comforting: messages used to alleviate emotions 4. Empowerment: messages that give choice and control
76
You tell your dad that the doctor believed back surgery was the best option for him and that recovery would take almost a year. which strategy for delivering bad news did you use?
A Direct Approach
77
The NP told you that while labor is an intense physical experience, the reward of a healthy babe is all worth it. Which type of strategy for delivering bad news is the NP using?
A Comforting Approach
78
SPIKES
A 6 step protocol for delivering bad news S = Setting P = Perceptions I = Invitation K = Knowledge E = Empathetic Responses S = Strategy & Summary
79
SPIKES: S
S = Setting: Privacy, sit down, make a connection with the patient and manage interruptions
80
SPIKES: P
P = assesses the patients' Perceptions: Before you tell bad news ask, "what have you been told a/b your medical situation?"
81
SPIKES: I
I = Invitation: "How would you like me to give you the test results?" or "would you like all the info or should we spend more time discussing the treatment options?"
82
SPIKES: K
K = Knowledge of the bad news: Giving them a warning that bad news is coming can lessen the shock, "unfortunately i have some bad news" or "I'm sorry to tell you"
83
SPIKES: E
E = Empathetic Responses
84
SPIKES: S (2nd s)
S = Strategy & Summary

NURS-204 (8 decks)

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