Handling Conflict Exercise

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.

Conflict, according to Wilmot & Hocker (2011), is defined as an expressed struggle between at least two interdependent parties who perceive incompatible goals, scarce resources, and interference from others in achieving their goals.

Refers to conflict in which the benefits exceed the costs; it generates productive, mutually beneficial, shared decisions. In constructive conflicts, the process becomes as important as the end result. Individuals come together to redefine or strengthen their relationship for the benefit of the team and its goal.

A conflict is a serious disagreement, argument, or something you have to overcome. Most people don't know how to react to to conflict. Some people react in ways like having an emotional outlet , writing about the conflict, and by confronting the the problem. Some ways i over come conflicts is to write about it, talk to my friends, and to have a positive attitude. Positivety helps you have a better mindset on the problem. As research and personal experience shows, one of the most effective ways to respond to conflict is to have a positive outlook on the situation.

What is conflict? Even something as basic as a universal definition for the word conflict seems to vary from source to source. A literature review focusing on conflict defined it as “the interaction of interdependent people who perceive incompatibility and the possibility of interference from others as a result of this incompatibility” (Brinkert 2010). Often times the disagreement results not from a concrete difference, but rather a difference in perception (Ellis & Abbott 2012). One of the most important factors effecting conflict management is the resolution style used. The most often used tool for classifying how conflict is managed is the Thomas-Kilmann Conflict Mode Instrument (Iglesias & Vallejo 2012).

2A., 2B. List two specific things you learned about conflict as a result of this exercise. Reference material from the text, threaded discussions, lecture, terminal course objectives, and so forth. Answers that demonstrate application of the course material and effective critical thinking will earn the greatest amount of points.

Effective managers are successful within the workgroup and organization when a style is used to resolve a conflict. People do experience conflict in their lives. There has always been a lot of interest in how to manage conflict once it appears in the open, and that is important. What is not so common is a concern for preventing unnecessary conflict, so it does not start in the first place. Managers are capable of using all five resolutions skills to deal with conflict in the workplace.

There are many was that people experience conflict throughout their day. This can include conflict in the work place, at home, or even on video games. All these opportunities to collide with conflict can make it difficult to determine what type of conflict is occurring, and reach the best possible solution to the problem. There are certain cues that can be seen when dealing with realistic, and nonrealistic conflict. These include then end goals related to the conflict, flexibility, and the interests of the parties involved within the conflict. Also, the appropriate response to a non-realistic conflict is to use force or coercion to resolve the issue. First realistic conflict produces different cues from nonrealistic, and these can be used in determining the type of conflict that is being dealt with.

Conflict is “an expressed struggle between at least two interdependent parties who perceive incompatible goals, scarce resources, and interference from others in achieving their goals” (Hocker, 1991). There are two basic types of conflicts: substantive and emotional. According to Schermerhorn et.al., substantive conflict is a fundamental disagreement over ends or goals to be pursued and the means for their

Conflicts are “when one party perceives another party has negatively affected or is about to negatively affect something the first party cares about.

Constructive conflict is when all parties are willing to listen to each side in a calm, respectful, and open minded manner as a result several ideas are able to be given, the best route chosen, and then any fine tuning needed can be done to make the best possible decision or idea. "In contrast to constructive conflict, relationship (also known as socioemotional conflict) conflict focuses on the adversary rather than the issue as the source of conflict" (McShane & Von Glinow, 2013, p.320). Therefore the main difference between the two conflicts is who or what the conflict is in relation to such as in constructive conflict the conflict resides with the issues while in relationship conflict the conflict is with the person or people involved.

The professional I interview acquire a Ph.D. in Human Services/Public Health, with a concentration in: Healthcare Administration. In addition; to obtaining a RN license, as well as a University Professor; also owner of a Healthcare agency.

A conflict that almost everyone has experienced is a conflict with in them. For example, someone that goes to jail for stealing right after they get out, they may have tried to learn from their mistake but they can’t change. The reason they can't change is because they need to

The second form of conflict management is Compromising. This form brings along the idea that losing something is adequate when an individual gains a little. Both sides come to the middle to help serve the team and project on hand while making it possible for each person to maintain a portion of his or her original idea. The drawbacks of using this method are values and objectives can be lost in the process if they are compromised. Some of the demands from the other side may be too severe to come to a middle ground on. This method can also create other conflict if no respect for the compromise or the other team members exists. When this method is used to its full potential people of equal roles are equally committed to the team. “When the issue is to complex to just abandon the others ideas or perspectives and when the specific task that is being dealt with is only moderately important.” (Improving group, organizational or team dynamics when conflict occurs, 2008)

For many of us, every day is a struggle to avoid conflict. Yet avoidance is practically impossible since the core characteristics, ideas and beliefs of each individual often conflict with our own. Differences of opinion, competitive zeal, and misinterpretations, among other factors, can all generate ill feelings between co-workers within an organization. While we can’t avoid conflict, we can learn how to sidestep negative confrontations by becoming familiar with the types of conflicts that most commonly arise in the work place and by learning how to resolve them.