Confliction Resolution Paper

In this paper I will discuss the conflict that is occurring at General Hospital, the conflict management styles that are evident in the case, and how General Hospital could have used teams to address the cost reductions needed to stay competitive. I will also describe how the CEO of General Hospital, Mike Hammer can us negotiation skills to get buy-in for the cost reductions and finally I will recommend a strategy for Hammer to resolve the problem.

A new director decides to reorganize the department you work in. This reorganization comes about without input from the employees and many of the nurses that you oversee are feeling resentful of the change. As a nurse leader, identify factors that may lead to conflict and ways you can manage them.

1a. Who was involved in the conflict? What was the relationship between the participants prior to the conflict? Did it appear as if the relationship between the participants had any impact on how either person responded to the conflict?

My contribution to the problem was as John grew up, I allowed my best friend’s daughter, (who was the same age and they grew up together), to visit/play with John in his room and even to date when she comes over she freely would walk to his bedroom and they would sit up and watch TV on his bed, sometimes with the door closed. I felt no harm in the situation because they would say they were cousins and treated each other as such.

As nurses, it is imperative that we have skills to deal with conflict we encounter throughout the day. Some conflicts are easily handled with simple solutions; other disagreements can persist for weeks or even months and never be handled in a proper way to resolve the situation. The later kind of situation can create resentment, anger, and animosity between employees or colleagues. In this paper I will describe a conflict situation with resolution strategies used by the confronter, discuss other ways to resolve the conflict, and discuss the conflict theory most beneficial to use with a diverse group of people.

Conflict is a fact of life - for individuals, organizations, and societies. The costs of conflict are well-documented - high turnover, grievances and lawsuits, absenteeism, divorce, dysfunctional families, prejudice, fear. What many people don't realize is that well-managed conflict can actually be a force for positive change.

There are numerous entities and situations that can be avoided throughout the durations of one’s life, but there are a few things that cannot be escaped being a United States citizen; and that’s taxes and conflict. It’s hard to go a single day without running into some form of conflict, whether it be constructive, or destructive conflict. For me, conflict has always seemed to either go really good, or take a turn for the worst. Over the past few months I’ve attempted to work on some of my strategies to better deal with my day-to-day interpersonal conflicts, so I get in the rhythm of trying to successfully complete an altercation. With that being said, I would like to discuss a conflict that was both relational and organizational. This conflict

Conflict can be defined as a “strong disagreement between people, groups, etc., that results in often angry argument” and “a difference that prevents agreement: disagreement between ideas, feelings, etc.” (Merriam-Webster, n.d). This paper will describe a conflict I faced at work with a client and an in depth analysis using Sakichi Toyoda’s 5 Whys analysis tool.

To begin our analysis of conflict, it’s important to have a mutual understanding of conflict. A definition that seems to cover the ideas in this scenario well, is “an expressed struggle between at least two interdependent parties who perceive incompatible goals, scarce resources, and interference from others in achieving their goals” (Salsbury, 2016). To best address the conflicts revolving around the Dakota Access Pipeline, we chose to use “The Onion” tool, presented by Fisher et al.’s Working with Conflict; Skills and Strategies for Action. This tool provides an outline that really grasps the needs and wants of all involved stakeholders are allows for equal distribution of demands. As the name implies, The Onion tool is based off the idea

Alper, S., Tjosvold, D., & Law, K. S. (2000). Conflict management, efficacy, and performance in organizational teams. Personnel Psychology, 53(3), 625-642. This study looked at the management of conflict and linked it empirically with organizational team and efficacy research. There were sixty-one teams with nearly 500 employees studied, all belonging to a leading manufacturer of electronic products. A structural equation analysis was used to show that a cooperative approach to conflict is more effective than a competitive approach to same. Making use of autonomy can also make a person or a team more productive.

The recently-resolved Chicago Teachers' Strike provides an opportunity to apply basic conflict-resolution principles and strategies to develop an effective conflict resolution action plan. Generally, that action plan will allow the respective sides in any conflict to resolve it as expeditiously as possible in several different ways. First, it limits the spread of conflicts over specific issues to wider antagonism focused on identity or affiliation. Second, it reduces the natural tendency for opposing groups to escalate the intensity and character of their conflicts unnecessarily and to begin to focus on "winning" or "defeating" the other group instead of achieving the most objectively fair outcome for all stakeholders. Third, it promotes meaningful communication and good-faith dialogue as the primary means of initiating a productive conflict resolution process. Ultimately, the comprehensive purpose of the conflict resolution action plan is to prevent the evolution of greater levels of conflict that presented by the facts and the issues or, where the plan is implemented after escalation has already occurred, to transform the conflict into a communications process capable of being mediated, negotiated, and resolved with an outcome that is as close to optimal and fair as possible under the circumstances.

“Kate has been employed by a well-known manufacturing company for 12 years. She is the only female on her line and the fastest worker. She has been promoted several times through mergers and acquisitions, but has always been looked over for a senior management position. Kate believes she is qualified for advancement but thinks her manager has a problem with her personally. To top it off, Kate did not receive a semiannual or annual review, which would have resulted in a raise. Her coworkers (all males) have urged her to go to management and report what she believes to be discriminatory behavior from her immediate manager.” (Argosy Univ., 2016)

Alternate dispute resolution or ADR (commonly called in Australia) is a procedure by which parties in dispute can settle their differences with third parties or any outside source other than the courts. It is a collective effort by which all the parties can settle disputes with or without any outside sources like litigation procedures or courts. In simple words it can be said ADR is a procedure to settle disputes without resorting to the use of litigation or courts. These procedures are generally less costly affair than courts and litigations and are also much more expeditious. ADR is now extensively being used around the world to settle land disputes and commercial disputes.

Scholars indicate that conflict does not just erupt but is built up in stages until it reaches final stage where it erupts and that is the final stage that will then require mediation. The first stage is usually referred to as "unstable peace" or "latent conflict". This is experienced when the groups, people, nations or organizations involved have, some differences that bother one party or even both parties, though the differences are not so grave that they are bound to trigger one group or both to act in a manner geared towards altering the status quo. One of the most common cause of latent conflict is the power differential between the groups involved or between individuals. These seeds of latent conflict can be in existence for long before people are even aware of them and there is a higher chance that the privileged side may never be aware of the building tension (Eric Brahm, 2003).

Manuscript content is organized, clearly and directly conveyed ideas in the jargon of the discipline.