Chapter Five

Positive aspects of the conflict :

•       Developing ideas
•        The tendency towards searching for new ideas
•        Giving opportunities to express opinions
•        Search and solve permanent problems
•        Drive the creativity and development process

 Perceived or (perceived) conflict

—       This stage begins when the parties to the conflict realize that there is an expected conflict that will occur, and the conflict begins with the party that feels a contradiction in its interests or goals.

Felt conflict :

•        It is the stage in which the parties to the conflict feel the phenomena and indicators indicating the start of the actual conflict between the different parties

Realistic conflict

•        This is the stage of using behavior to show the actions and reactions resulting from the existence of a conflict, examples of which include attack or withdrawal  .

Types of conflict :

Internal conflict (psychological conflict within the individual)

√ Intra-group conflict (conflict between members of the same group)

√ Organizational conflict (conflict within the organization)

Factors affecting conflict:

Characteristics of the parties to the conflict

Causes of conflict

The interests of individuals and groups

The social environment

Causes of conflict

* Time * Experience * Administrative leadership

* Lack of resources * Excessive sensitivity

* Conflict of goals and interests * Lack of clarity of roles

Conflict with oneself

The difference between an individual's own values ​​and the values ​​surrounding him

Factors that increase conflict with oneself

√ Failure to coordinate between the individual’s personal abilities and capabilities and his ambitions

√ Failure to prioritize

√ Self-hypocrisy

Causes of conflict within the group

* Fear * Insecurity * Lack of information about the group

* Group values ​​* Group requirements

Factors that increase conflict within the group

* Attack * Obstruction and placing obstacles * Love of appearing and attracting attention

* Love of control * Searching for personal interests

Factors that reduce conflict between the individual and the group

* Encouragement * Reconciliation * Setting standards

* Monitoring * Opening communication channels

   Organizational conflict

     When conflicts appear in the organization, management must intervene so that the conflict does not go beyond the acceptable limit

Ways to confront conflict

* Competition * Compatibility * Avoidance

* Cooperation and participation * Reconciliation and negotiation

Competition

Uncooperative behavior that is embodied in individuals seeking their interests at the expense of others. This behavior is often used by individuals who are oriented towards power and strength.

When is it used????

•        This method is used in situations characterized by a high degree of force variation.
•        Or in the case of unwillingness to respond to the demands of others
•        Situations that require a quick decision (emergency situations)

Compatibility

Compatibility is the opposite of competition, and consists of non-cooperative behaviors. The individual tries to be compatible with the circumstances surrounding him or others, and neglects his interests and interests.

When is it used????

•       When an individual feels that he made a mistake
•        When other issues are more important than personal issues
•       To strengthen social relationships with others
•        To reduce the amount of losses in the event that you are unsuccessful in the conflict

Cooperation and participation

Behavior that is the opposite of avoidance, as it involves cooperation and seeking to work with others to find a solution that satisfies both conflicting parties

When to use???

•        When an individual wants a solution, all parties respond
•        When you want all individuals to commit to implementation
•       When you want to know the points of view of others

Reconciliation and negotiation

Agreement means striving and making some concessions to reach a point of meeting and understanding with the other party

When to use????

•       In the case of equal strength
•        To achieve a temporary settlement of the matter
•        In the case of reaching a quick solution under time pressure

Avoidance

Uncooperative behavior. The person who uses this method of dealing with conflict does not look out for his own interests or the interests of others, but avoids conflict in any form.                                

avoidance (avoidance)

•        The individual withdraws from the conflict because he does not want to help himself or because his belief in his goals is not strong. One of the most important situations in which the individual uses this method is:
•       If the conflict is trivial
•        In the event of an inability to satisfy personal desires
•        Ensure that the problems resulting from the solution are greater than the return of the solution itself
•        If others are more capable of solving the problem.

Types of conflicts within work environments

1.     Conflict according to its level: (conflict within the individual, between two individuals, within the group, between groups, at the organization level, between organizations  )

2.     Conflict according to its directions: vertical conflict and horizontal conflict  .

3.     Conflict according to its results: positive conflict and negative conflict  .

4.     Conflict in terms of organization  :( Organized conflict: This shows the expression of actions that require action and social solidarity, unorganized conflict  : This is how behavioral forms such as complaints, complaining, and leaving work are used )

5.     Conflict in terms of planning: strategic conflict and unplanned conflict  .

• Stages of the conflict process:
• Latent conflict stage: Here, no awareness, understanding, or feeling results from the emergence of conflict, but some situations appear that affect the relationship of some parties, such as competition for limited resources or the need for independence and multiplicity of goals.

• The stage of realizing the conflict: Here the conflict is realized without there being any previous situations, such as one party misunderstanding or misunderstanding the other party .
• The stage of feeling the conflict: Here there may be an awareness of the conflict, but without the manager feeling that there are situations of anxiety and tension  .
• The conflict manifestation stage: Here it can be noted that the behavior issued by each party indicates the emergence of a conflicting problem  .
• Post-conflict stage: If there are solutions that satisfy both parties, it is expected that there will be cooperation and affection between the parties, but if there are no solutions, feelings will remain dormant and increase and will explode at any moment.  .

Conflict management in work environments:

One of the reasons that called for organizations to manage conflict is the increasing interest in globalization and the decreased reliance on local authorities or governments to do some work. Harrigel presented a method for resolving and managing conflict that relies on two elements: :

1.     Distribution: That is, one of the parties to the conflict is aware that the amount of what one of them will gain will be at the expense of the other party’s loss  .

2.     Integration : The result of the parties’ calculation is that each will achieve a gain, and this element leads to greater satisfaction .

• In the event of a conflict, the administration resorts to using one of the following methods :

1.     WithdrawalIt  is the manager abandoning some work duties for a short period, such as postponing the answer to a memo or absenting himself from a meeting. It is used in the event that the problem is minor and does not require a lot of time, or the manager does not have a great personality or presence, or there is someone who can develop solutions. In the absence of the director  .

2.     Calm downIt  is the intervention of the administration, led by the director, by following a behavioral strategy, which is that the conflict will gradually disappear while calling for the necessity of cooperation between the parties. .

3.     Compromise solutions: that is, the manager's choice of an alternative that satisfies both parties and does not result in loss for either party  .

4.     Coercion: This is the administration's resort to using legal force to resolve the dispute, and it is preferable to use it in emergency situations  .

5.     Confrontation: Acknowledging the existence of a conflict, then the administration resorting to using the scientific method, evaluation, and studying alternatives to reach acceptable solutions .

The role of the head nurse in conflicts:

Disagreements often occur when people work in groups or work teams, and the supervisor must prevent this from happening or work to resolve them as head of the team. An efficient supervisor is one who listens to problems and tries as much as possible to help solve them. Therefore, the head nurse has an important and fundamental role in preventing conflicts and also in resolving them in a way that is acceptable to the parties to the conflict and in a way that benefits the workplace . 

Preventing conflicts:

          The most important causes of disagreements between team members are lack of clarity of vision and chaos in the work, that is, when opinions differ about what work should be performed and how team members should perform it. Conflicts can be prevented and their impact reduced by:

•         Regular meetings of team members
•         Giving people the freedom to express their ideas openly and then make a collective statement about them
•        Participation in achieving goals after agreeing on them
•        Develop a clear and detailed job description
•         Establish clear instructions and procedures for work
•         Justice in the distribution of tasks and duties
•        Preparing schedules according to which tasks and duties are distributed