Original conflict is framed as a silo structure. What produces conflict is the fact that the various departments are not co-operating but are instead concentrating on working individually. Each division works in concert with itself to produce a component in the immense apparatus of the industry. Conflict is inevitable when different departments of the same institution come together to mesh the things they have individually produced. As there was no consultation before, it is unlikely that each of these gadgets will fit the next as intended.
Most conflicts usually occur over how organizational goals should be achieved, and what the staff and the institute anticipate from each other. It can actually arise from a breakdown in communication, when roles overlap and when people compete for recognition. How people relate and use power is another aspect that can witness conflict. Characteristics of organizational environment such as ethnicity, opportunities for promotion, and reporting systems are a third potentially explosive area. In this case, the standoff is an irreconcilable standoff between clinical staff and administrative personnel. Administrators blame clinicians for being aloof and uncaring about the general community. Clinicians accuse the administrators of being unashamedly incompetent.
Constructive Reframing of Conflict
In managing conflict in organizations, it is important to identify the underlying causes of disagreements rather than accepting things at face value. A range of conflict management methodologies provides a structure that could be useful across an extensive diversity of institutes to proactively sustain and enlarge a vigorous organization. In this case, Leonard Marcus suggests that the antagonism exhibited be interrupted. The rhythm of the negotiation should be varied as a topic that is not connected with the antagonizing issues is broached. This helps both sides cool off for a while. When one brings in a neutral aspect and new consequences are introduced, the parties are forced to view those they have points against in a new light. At this point, it is also important to engage the enemy by employing humor. One can also offer a walk in the grounds to thaw them out so that they are more receptive.
How the Reframe Improves Problem Solving
The reframe assists in mellowing down the dispute. The struggle between former disputants is turned to the pursuit of greater common ground. At least either of the disputants can cede ground or allow compromise. It is only after this stage that meaningful steps towards resolution can be made without the earlier stalling positions the disputants had taken. A deeper understanding of one’s place in the picture as well as that of others is achieved. One remains flexible, and the ability to create new endeavors is churned in the positive directions. Reframing outlines disparities and commonalities into inventive angles that direct to innovative prospects.
The conflict costs more than lost time and hurt feelings. The real costs are the combined losses for each staff member in terms of time, confidence and the quality of patient care. The loss of services and the support of people who the organization meant to help can also result from conflict in the case of community projects. For the patient, it results in feeling vulnerable over the quality of care they will receive and anxiety. These feelings are negative emotions that do not contribute to the improvement of health.
Potential Long term Impact on Health Organization
Unresolved conflicts will result in substandard work, ignored patients, and destruction of the work ethic. There will be no enhancement of methods to cater for patients needs and the general mood of the organization will be discouraging.
Formalize the Motive
Resolving conflict is a practice that promotes good working relationships among the staff in an institution. It also benefits the workforce of clinicians and administrators by the increase of revenues. More patients selecting that the hospital will lead to more money in its coffers. Conflict brings interrupted communication flow and a general drop in the standards of excellence. Individual and organizational goals are not achieved, and factionalism can be fostered.
The Motive of Appearance
Appearance helps the warring factions understand that the institution takes their complaints seriously (Elsayed- Ekhouly and Buda, 1996). When participants are highly emotional, and there is impaired communication, a powerful and prestigious third party can help to bring consensus. When administrative leaders are too closely involved to be of benefit, third parties can diffuse the situation. They do this by broadening the staff’s understanding of the problem and inviting others to offer opinions on what would be workable solutions. The manager will then work to stimulate interaction and involvement of all the parties.
The ADR Process to Resolve the Process
Mediation is a part of negotiation but is an intense strategy in its own right. A mediator is brought into the process when there has been deadlock in the proceedings for a while. The mediator determines if it is possible to get the warring parties to speaking terms. He also assesses if it is feasible to get them from confrontation, to co-operation and finally to resolution. In the movement towards mutually acceptable conclusions, the mediator simultaneously engages in investigation, empathy, and neutrality. He manages the interaction with inventiveness and persuasion. As mediation is a temporary undertaking, either party can suspend or postpone the mediation. The mediator may not compel a resolution if the parties are not at an agreement.
Beginning the Learning Process
Perceiving the underlying issue is a feeling that can be brought about by the correct mediation. All warring parties are able to tune in to the real message communicated by the opposing faction. The opposing faction also begins to feel understood when they are listened to when they vent. Another feeling that crops up because of good mediation efforts is the building of trust. Through listening, clarifying and allowing the challenges to unwind, confidence is built. Giving feedback about what is spoken about also allows the other side to appreciate that the opposing side recognizes their position.
Role of Empathy
Empathy inhibits aggression though perspective taking and affective processes. One-sided persuasion is not sustainable and is perceived as insulting especially when handling complaints. When one group has, an overall collective appreciation of how the other is feeling, then positive results can be achieved. The tone of voice, verbal aspects such as volume and emphasis, facial expression and body language, show if empathy is being extended.
How Recognition and Respect emerge through the Learning Process
Respect and recognition of the other party’s views emerges when a faction empathizes with their position. They cease to hold on to their own view for long enough to appreciate the views of the other side. This comes because of the mediatory efforts of the mediation team that have been called in to resolve the conflict. When disagreements arise, it is easy to hear without listening.
Finding the Logic
Conflicts arise from unexplained variations in organizational programs as well as individual character (Holt and De Vore, 2005). Incompatible goals, personality traits, and roles when two individuals have equal responsibilities but actual boundaries are unclear can cause conflict.
Positions in the Conflict that can be Reframed
During conflict, both groups reassess the original definition of the problem in light of the analysis of the desires and wants of all parties involved in the dispute. Then both groups compare how this contrasts with their original definition. They both then propose resolutions to the conflict keeping in mind both party’s’ underlying needs.
What does each party hope to achieve in resolving conflict?
In conflict resolution, mediation facilitates a reduction of obstacles to communication. Warring factions would also appreciate maximized exploration of alternatives to resolving conflict, and the satisfaction of everyone’s needs. They acquire listening skills and are made aware of their own feeling as well as the ability to express them.
Changes each Party will consider in Resolving the Conflict
First, more information about the conflict’s root causes have to be acquired by both groups. It is also advantageous to study past cases that have been involved in the same arguments and find out how such were resolved. Both camps also need to destroy their assumptions of what the values of the other group are. This makes it easier for mutually beneficial results to be hashed out.
Collaboration presupposes that the divergence is due to dissimilarities in individuals, but it takes a progressive approach to resolution. It considers differences in strength, values delaying quick decisions, and demands all parties to be fully satisfied with the outcome.
How to Compromise
Both parties can commit to search for a mutually beneficial solution. This may require more effort and time as a win-win solution may not be evident. There should be shared responsibility of the outcome as this reinforces mutual trust and respect.
What parties accomplish through collaborative problem solving
Afoundation is built for future collaborative endeavors. There is shared responsibility of the outcome and there is a reputation earned of being a good negotiator.
Tangible Results to the Organization
Money, time saved, and even equipments can be the results of conflict resolution practices. Office space allocated, or shared is also an added benefit. Peace and tranquility as well as practices that promote harmony are the intangible results of conflict resolution. These contribute to the continuation of the organization in an orderly fashion.
There is the intellectual satisfaction of having solved a challenging puzzle. There is also continuity of interactions and interdependence of the parties involved. Conflict resolution ends in enhanced patient care and satisfied staff. New and novel ideas can be created due to the encouraging atmosphere in the institution. There is a lot of time saved, and consideration of opinions because there is no stalemate.
The Alternative Dispute Resolution refers to ways to resolve disputes without involving the courts. Avoidance, accommodation, competition, compromise, collaboration, mediation, and negotiation are all examples of this resolution.
Though conflict is often perceived as a deterrent to progress, its occurrence tends to contribute to major issues of concern being raised. When it is solved, the institution is left in a better state than it formerly was. Symptoms such as passivity, lack of confidence, compromised patient care, lethargic workers, and unresponsive staff are characteristic of conflict in the workplace (Marcus, Dorn, Kritek, Miller and Wyatt, 1995). Body language such as rolled eyes and sarcastic expressions also denote boredom and dissatisfaction at work. Conflicts should not be avoided per se, but should be worked through diligently so that changes can be made for the benefit of the institutions.
Move Beyond Conflict
Managers working within the boundaries of official authority will reduce the chance of overstepping their boundaries. Assertiveness training will also assist all members to understand their rights as well as strengths and weaknesses. Constructive feedback between the staff and management also helps develop relationships that eliminate the possibility of serious disagreements popping up.