N1130 week 12 - assertiveness & conflict management (copy)

what is conflict?

• a disagreement arising from differences in attitudes, values, needs, in which the actions of one party frustrate the ability of the other to achieve their expected goals

• occurs when people perceive that, as a consequence of disagreement, there is a threat to their needs, interests, or concerns

causes of conflict in health care

• communication issues

• psychological issues

• cultural differences misunderstanding

components of conflict

• content→the substance of the dispute

• process→communication and behaviour

• emotion (maybe considered part of process)→how we feel about the situation

• all components must be addressed in order to resolve conflict

conflict can be

• destructive (dysfunctional)

• constructive (functional)→provides experience and opportunity for personal and professional growth

responses to conflict

• avoidance

• accommodation

• compromise

• competition

• collaboration

behaviour styles

• aggressive→dominates, no concern for others’ feelings or rights, blames, intimidates

• passive→avoids conflict, denies own rights, doesn’t express feelings or opinions

• passive-aggressive→expresses dissatisfaction indirectly, e.g. accepts a task then deliberately does it poorly so someone else takes over

• assertive→faces conflict, express thoughts and emotions clearly, does not attack, judge, or demean others, uses “i” vs “you” statements

components of assertive responses

• empathy and description→of the behaviour/concern: an objective description of your perception (see, hear, etc)

• your feelings→state your reaction/feelings honestly (i was frustrated.. because)

• state expectations→state clearly, a change in behaviour (i want you to be on time so we can…)

• state intention/consequences→”if this continues, i may need to find another partner)

within a conflict, each individual has:

• a position→what one wants/opinion

• a need or interest↓

  • why one wants it

  • what is important to them and why

  • reason for position

  • is often covert and must be identified

to resolve the issue:

• focus on needs/interests of each individual (vs their position)

• listen actively and seek to understand

role perceptions in conflict:

• ladder of inference (tbc on the run)

• most respectful interpretation

positive approach to management of conflict:

change thinking from one person must win (my way or the highway) to one of mutual respect, entertainment of new ideas and potential solutions so both parties are satisfied

principles of conflict resolution

• identify/clarify the issue

• listen to the person’s perspective

• acknowledge you have heard by validating, using “i” statements vs “you”

• stay focused on this issue: know and control your own responses

• use the “no blame” approach and discuss options, alternative solutions

• negotiate and agree on a solution

• summarize

• follow-up

principles of a collaborative approach to conflict management

• refuse to accept the easy solution

• analyze the problem from others pov

• negotiate how to negotiate

• separate interests or needs from demands and wants

• focus on substance of the problem while keeping any eye on the relationship

• develop options where everyone can profit

• avoid defining the substantive problem as a people problem

tips during a situation of conflict

• active listening

• be concise: avoid long explanations

• slow your speech: we often make mistakes when our mind is racing

• use a firm assertive tone of voice

• summarize what the other person has said: demonstrates listening skills and empathy

• stick w facts vs opinions: describe the actual current situation instead of a general opinion or past issues

• acknowledge perceptions of others

understanding own responses to conflict

• recognize your own “triggers” or “hot buttons”

• control your own behaviour

anger

• often arises from unmet needs from a previous situation

• release of adrenaline, body metabolism increases and prepares for fight or flight

• during escalation and crisis stages, client’s judgement and ability to think rationally are affected so may misinterpret messages

anger arousal stages

1. trigger→a perceived threat, internal or external

2. escalation→release of adrenaline, prepares fro crisis

3. crises: fight/flight, action mode, quality of judgement/reasoning are decreased, highly volatile

4. recovery→begins to recover as stress relieved and adrenaline dissipates

5. post crisis depression→return of awareness, may feel guilty or depressed

response to angry person:

• don’t panic

• action may be summoning help, ongoing monitoring, leaving, etc

• assess: what is actually happening, how to report, if there is need of action to protect others

• document clearly: your observations, actions

assess for potential violent behaviour (look for):

• confusion or disorientation

• paranoia or suspicion

• anger or irritability

• agitation or impulsivity

• substance intoxication or withdrawal

• verbal aggression or property aggression