Conflict Management in the

Health Sector

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 Issues to covered
Introduction
Definition
Philosophies of organizational conflict
When does conflict occur?
Outcomes of conflict
Classifying Organizational conflict
Conflict Management

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 Introduction
Disagreements, debates, differing perspectives, clashing
ideologies, and justice struggles are inevitable in a
pluralistic and unequal society.
Organizational Conflict is an important social concept
and certainly one of the major organizational pervasive
phenomena.
 Managers spend their 21% time or one day per week in
dealing with conflict (Thomas and Schmidt 1976).
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 Introduction
Organizational conflict is an important topic for managers
in understanding the nature of organizational behavior and
organizational processes .
Conflict management skills are important at any level ,
but neglecting to manage conflict has much more serious
and widespread consequences
 You will have to manage conflict situations, keep small
conflicts from escalating, and model effective conflict
management for your staff 4
Conflict is inevitable among humans and an inevitable
part of organizational life.
 When two or more social entities come in contact with
one another in attaining their objectives, their
relationships may become incompatible or inconsistent.

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 Introduction
 Conflict competence applies to individuals, teams, and organizations.
 It is relevant at work, home, and in community settings.
 In order to be conflict competent, an organization needs its leaders,
managers, supervisors, and employees to be individually conflict
competent.
 Team conflict is both natural as well as inevitable.
 It emerges from many types of differences that the
members bring to a team such as education,
experience, values, culture, personality, and interests.

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Definition
“Conflict is the perception of differences of

Conflict may be described as a

interests among people” (Thompson 1998).

disagreement or opposition between

two or more parties

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Definition
Conflict is “an interactive state in which the
behaviours or goals of one actor is to some degree
incompatible with the behaviours or goals of
some other actor or actors” (Tedeschi et al 1973).
Conflict is “a type of behaviour which occurs
when two or more parties are in opposition or in
battle as a result of a perceived relative
deprivation from the activities of or interacting
with another person or group” (Litterer 1966).

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Definition…

 Conflict is a process of social interaction involving a

struggle over claims to resources, power and status, beliefs,

and other preferences and desires.
◦ The aims of the parties in conflict may extend from simply
attempting to gain acceptance of a preference, or securing
a resource advantage, to the extremes of injuring or
eliminating opponents. (Bisno 1988, Coser 1968)

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There are two critical steps that an individual can take to
improve their chances of making the most out of the
conflicts they experience.
The first involves creating the right climate for
discussions, and
 The second deals with using effective communication
strategies to explore issues and develop solutions to
problems
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Philosophies of Organizational conflict
Robbins (1974) presented three philosophies of
organizational conflict:
[Link] classicists’, or traditionalists’ philosophy which
was based on the assumption that conflict is
detrimental to an organization and, as such, must be

 It was considered harmful, unnecessary

reduced or eliminated.

and considered synonymous to violence,

destruction and irrational.
 Avoided at all costs.

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Philosophies….
They prescribed organization structures—rules and
procedures, hierarchy, channel of command, and so
on—so that organization members would be unlikely
to engage in conflict.
This approach to managing organizations was based
on the assumption that harmony, cooperation, and the
absence of conflict were appropriate for achieving
organizational effectiveness.
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 Philosophies…
2. Thebehavioralists’ philosophy, which can best be
described as the recognition that conflict is
inevitable in organizations.
 Behavioralists accept the presence of conflict and
even occasionally advocate the enhancement of
conflict for increasing organizational
effectiveness.
But they have not actively created conditions that
generate conflict in organizations.

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Behavioral view proposes that because people
differ in their attitudes, values and goals, conflict is
but a natural outcome in any group of people and
that it can be helpful and constructive
Minimum level of conflict within and between the
groups would increase competitiveness that will
end itself to higher productivity and increased job
satisfaction

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 Philosophies…
3. The interactionist philosophy is characterized by
the following:
◦ Recognition of the absolute necessity of conflict;
◦Explicit encouragement of opposition;
◦Defining conflict management to include
stimulation as well as resolution methods; and
◦Considering the management of conflict as a
major responsibility of all administrators

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Philosophies…
Modern View
 Organizational conflict as it stands now is considered
legitimate and inevitable and a positive indicator of
effective organizational management.
 It is now recognized that conflict within certain limits is
essential to productivity.
 Therefore, the central theme is that too little conflict may
encourage stagnancy, mediocracy, and groupthink, but too
much conflict may lead to organizational disintegration.
 Minimum level of conflict that keeps the group alive, self-
critical and creative is desirable.
 Harmonious, peaceful and cooperative groups can become
static and un-innovative.
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Is conflict constructive?
Many people suggest that conflict is healthy and
constructive.
While conflict can provide broader perspectives and
deeper understanding, for most people conflict is
destructive.
If the conflict results in deeper frustration, negative
feelings and a growing hostility, it is destructive to the
relationship.
You have created a remedial situation from which you
have to recover.
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 Outcomes of conflict
Functional Outcomes
 Conflict may stimulate innovation, creativity, and growth,
 Conflict brings changes.
◦Organizational decision making may be improved.
◦ Alternative solutions to a problem may be found.
◦ Conflict may lead to synergistic solutions to common
problems.
◦ provides cohesiveness within the group members.
◦ Individual and group performance may be enhanced.
◦ Individuals and groups may be forced to search for new
approaches.
◦ Individuals and groups may be required to articulate and
clarify their positions. 18
 Outcomes…
Dysfunctional Outcomes
◦Dysfunctional Conflict: hinders individual or group
performance is called dysfunctional conflict
◦Conflict may cause job stress, burnout, and dissatisfaction.
◦Communication between individuals and groups may be
reduced.
◦ A climate of distrust and suspicion can be developed.
◦ Relationships may be damaged.
◦ Job performance may be reduced.
◦ Resistance to change can increase.

◦ Antagonism
◦ Organizational commitment and loyalty may be affected.

◦ absenteeism and subsequently to increased

turnover 19
 Conflict Management
 Although conflict is often said to be functional for
organizations, most recommendations relating to
organizational conflict still fall within the realm of
conflict resolution, reduction, or minimization.
If we have to confirm with the suggestion that
“conflict is functional for organizations” the
emphasis must be in conflict management, as
opposed to resolution of conflict.
Conflict resolution implies reduction, elimination,
or termination of conflict.

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Conflict Management…

However, conflict management does not

necessarily imply avoidance, reduction, or
termination of conflict.
 It involves designing effective strategies to
minimize the dysfunctions of conflict and
enhancing the constructive functions of conflict in
order to enhance learning and effectiveness of an
organization.
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 Classifying conflict
Conflict in organizations/systems can be addressed and
understood at four levels or interfaces:
 The individual with the organization,
 Individuals with one another,
 Organizational units with other units,
 Inter-organizational .

[Link]-personal Conflict
Or can be as follows

[Link]-personal Conflict
[Link]-Group Conflict
[Link]-Group Conflict
[Link]-Organizational Conflict
6. Intra-Organizational Conflicts 22
Classifying…

Conflict can also be classified according to its source

[Link] Conflict a condition in which group
members have interpersonal clashes characterized by
anger, frustration, and other negative feelings
◦ Psychological, relationship, emotional, and interpersonal
conflict
2. Substantive Conflict
◦ This occurs when two or more organizational members
disagree on their task or content issues
◦ Disagreements among group members’ ideas and
opinions about the task being performed
◦ Task, cognitive, and issue conflict
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Classifying…

3. Conflict of Interest :- These interests that exists

when one or more negotiators’ interest are in
opposition to the interests of other negotiators or
 It is the inconsistency between two parties in their
preferences for the allocation of a scarce resource.
 Involving either a distribution of scarce resources
between them or a decision to share the work of
solving a problem.
4. Conflict of Values
 This occurs when two social entities differ in their values or
ideologies on certain issues
◦ E.g. Conflict between pro-life and pro- choice groups in
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connection with abortion
Classifying…
5. Goal Conflict
This occurs when a preferred outcome or an end-
state of two social entities is inconsistent
A zero-sum game is a possibility
6 . Realistic Vs Non-realistic Conflict
Whereas realistic conflict is associated with “mostly
rational or goal-oriented” disagreement, non-
realistic conflict “is an end in itself having little to
do with group or organizational goals”

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Classifying…
7. Institutionalized Vs Non-institutionalized
Conflict
 Institutionalized is characterized by situations in
which actors follow explicit rules, display
predictable behavior, and their relationship has
continuity
8. Retributive Conflict
◦ This conflict is characterized by a situation where
the conflicting entities feel the need for a drawn-
out conflict to punish the opponent

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Classifying…

9. Misattributed Conflict
◦This relates to the incorrect assignment of causes
(behaviors, parties, or issues) to conflict occurs
between the wrong parties, frequently over the wrong
issues.
10. Displaced Conflict occurs when the conflicting
parties either direct their frustrations or hostilities to
social entities who are not involved in conflict or argue
over secondary, not major, issues 27
 The six paradigms of human interactions are:-
a) Win /Win is a frame of mind and heart that constantly
seeks mutual benefit in all human interactions.
 Win /win means that agreements or solutions are
mutually beneficial , mutually satisfying with win/win
solution , all parties feel good about the decision and feel
committed to the action plan.
 Win/win is a belief in the third alternative .
 It is not your way or may way ;it is the better way , a
high way .
 It see life as a cooperative , not as competitive arena
 The most constructive resolution but most difficult to
reach.
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b) Win-Lose method. In leader ship style
, win /lose is the authoritarian
approach , I get may way ; you do not
get yours.
 Win /lose people are prone to use
position , power , credentials , force,
possessions or personality to get their
way .
 Most people have been deeply scripted
in the win/lose mentality since birth .

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c) Lose/Win “I lose you win ”
 People who think Lose /win are usually quick to please
or appease.
 They seek strength from popularity or acceptance.
 The have little courage to express their own feelings
and convection and are easily intimidated by the ego
strength of others .
 In leadership style it is permissiveness or indulgence .
 Lose/win is worse than win/lose because it has no
standard , no expectation , no vision .
 Lose/win people are loved by win/ lose people because
they can feed on them.
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Both win /lose and lose /win are weak
position , based on personal
insecurities .
In the short run win /lose will produce
more results because it draws on the
often considerable strength s and
talent of the people at the top .
Lose win is weak and chaotic from the
out set .

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d) Lose-Lose ; when two win/lose
people get together – the result will be
lose /lose .
 It is the philosophy of adversarial
conflict , the philosophy of war.
 It is also the philosophy of the higher
dependent person without inner
direction or totally obsessed .
 Nether party being truly satisfied
 With no clear winner
e) Win
f) win/win or No deal 32
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 Conflict resolved in the unshaded area is likely to

keep re-emerging as needs are largely still unmet.

 Try to get a compromise with 5/5 and above.

 While it may not be possible to get 100%

satisfaction, aim for at least 50% + satisfaction

for both parties.

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Conflict Magt Strategies: Thomas-Kilmann
Conflict mgt modes

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The Thomas-Kilmann…
Take the Personal Feedback Conflict
Management Style Survey
 Suppose you find yourself in conflict with your
boss. or
 The approach is used in handling conflict may
be altered somewhat if you as a supervisor
perceive conflict between two workers or between
yourself and a worker.
The following statements suggest some of the
possibilities:

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The Thomas-Kilmann…
Here are the ways you could use the different styles to
handle the conflict:
 Avoider: Avoiding is unassertive and
uncooperative – the individual does not
immediately pursue his own concerns or those of
the other person and does not address the
conflict.
Neglects own concerns as well as those of other parties:
does not raise or address conflict issues.
◦ You keep your mouth shut and don’t express any dissent.
◦ You don’t get involved and avoid issues that might give rise
to conflict by not discussing them with subordinates.
◦ Neutrality continues to be important.
◦ You keep a low profile and are at least outwardly compliant
with the boss, making no demands. 37
 When to Avoid
When an issue is trivial.
When there is no chance of getting what you want.
When the potential damage of confrontation is
greater than the benefits if resolution.
When you need to gather more information.
When others can resolve the conflict more
effectively.
When you need to cool down, reduce tension, and
regain perspective.
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 Competitor: is assertive and
The Thomas-Kilmann…

uncooperative – an individual pursues

his or her own concerns at the other
person’s expense.
◦You take a win-lose approach and fight to win your
own points (positions) as long as possible.
◦ You would probably do this only if you believe
the cause is important and your position is correct.
◦In this case, you fight to win your own.
◦ You suppress conflict through the use of
authority.
◦ You fear the disruptive effects of conflict on
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When to Compete
When quick, decisive action is necessary.
On important issues for which unpopular courses
of action need implementing.
On issues vital to the group welfare, when you
know you are right.

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 The Thomas-Kilmann…
 Accommodator: is unassertive and cooperative – the opposite of
competing.
When accommodating, an individual neglects his or her own concerns
to satisfy the concerns of the other person; there is an element of self-
sacrifice in this mode.
◦ Seeks to satisfy other person's concerns at the expense of own.
◦ Lose win
◦ You avoid conflict by conforming to the thinking of the boss and seek knowledge of
the boss’s position and never “go out on a limb” against the boss.
◦You never give the boss any information that would be upsetting, and
you try to keep the boss pleased and happy. You smooth over conflict.
◦You attempt to encourage people to relax and forget about their
troubles and suggest that some troubles have a way of disappearing or
resolving themselves.
◦ You encourage those involved to “count their blessings” and be
happy with what they already have. 41
 When to Accommodate
When you realize you are wrong.
When the issue is much more
important to the other person than you.
When you need a future favor (credit).
When continuing the competition
would damage the cause.
When subordinates need to develop -
to learn from our mistakes.

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 Compromising is intermediate in
The Thomas-Kilmann…
both assertiveness and cooperativeness. The
Compromiser:

object is to find some expedient, mutually

acceptable solution which partially satisfies
both parties.

◦ Compromising gives up more than

◦You concentrate on compromises and tentative statements.

competing but less than accommodating.

◦ You split up parties in conflict and keep them separated,
talking with each party individually.
◦You discuss their positions and blend their ideas to reach a
solution.
◦You attempt to get acceptance of the compromise, even if
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Compromiser is mediocrity
Mediocrity is living below our known ,true
potential .
It is the region of our lives bounded on the
north by compromise , on the south
indecision , on the east by past thinking and
on the west by lack of vision
It is accepting the norm , pleasing the status
quo and doing what we can get by with
It is the sprit of the average, the anthem of
the norm , the heart beat of the ordinary

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 When to Compromise
When goals are important but not worth the effort
of potential disruption from more aggressive
players.
When two opponents with equal power are
strongly committed to mutually exclusive goals.
When temporary settlements are needed on
complex issues.
When expedient/practical solutions are needed
under time pressures.

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 The Thomas-Kilmann…
Collaborator: is both assertive and cooperative – the
opposite of avoiding.
 Collaborating involves an attempt to work with the other
person to find some solution which fully satisfies the
concerns of both persons.
 You confront conflict directly and work it through at the
time it arises.
You communicate your feelings as well as facts so that
there is a basis for understanding and working through the
conflict.
◦Conflict is accepted so that the clash of ideas and people
can generate creative solutions to problems.
◦Those involved are brought together to work through their
differences. 46
 When to Collaborate
When both sets of concerns are too important to be
compromised.
When it is necessary to test your assumptions or
better to understand the viewpoint of the other
party.
When there is a need to combine ideas from people
with different perspectives.
When commitment can be increased by
incorporating the concerns of everyone into the
proposal.
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Key skills for collaboration:

 Here are three skills which prevent the escalation of the

conflict and allow you to steer the energy along a path
that will increase understanding, trust and co-operation.
 Listen acceptingly – find out what others see through
their window on the world.
 Talk constructively – share what you see through your
window on the world.
 Problem-solve – marry the views for mutual wins.
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 Choosing an Appropriate Approach
The best approach selected from the styles for dealing
with conflict can be determined by factors in the situation
in addition to the philosophical desires of the manager.
There is no one best way to handle all conflict, since each
situation is different.
Robbins suggests that the interactionist approach
to conflict is appropriate today.
◦ He sees conflict as absolutely essential for growth and
change.
◦ He suggests creating conflict if necessary, but he expects
conflict to occur naturally in vibrant, thriving
organizations.
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 Work climate
What exactly is work climate, and how is it
important for improving performance?
Work climate is the “weather of the workplace.”
Work climate is the prevailing workplace
atmosphere as experienced by employees.
 It is what it feels like to work in a group.
 Just as weather conditions can affect your daily
activities, work climate influences your behavior
at work.
The best thing we gained is that we perform our
work as a team, not as individuals.” 50
 When people work in a supportive environment, they
strive to produce results.
 Such an environment is called a positive work climate.
A good work climate can improve an individual’s work
habits, while a poor climate can erode good work habits.
 Most importantly, a positive work climate leads to and
sustains staff motivation and high performance

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“The essential task of management is creating
opportunities, releasing potential, removing
obstacles, encouraging growth, and providing
guidance.”(douglas mcgregor)

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Improving work climate and staff motivation
 “A positive work climate is conducive to creative, productive work;
it is a cooperative, civil workplace that is relatively free from bad
mouthing, blaming ,backstabbing, or petty bickering.”(paul wong).
 Assigning blame is one of the greatest obstacles to real learning's
and resolutions
 “Creating a Climate of Hope and Possibility,” you can use to help a
group that needs encouragement and self-confidence to embrace a
positive vision of the future.
 Leaders are the prime creators ,keepers and cultivators of corporate
cultures
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Rewards of a positive work climate

Positive work climate Motivation capabilities

and extra effort Improved job performance

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