Community Health Conflict Code of Conduct Ground Rules & Discipline Discussions

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One: According to Burns, effective conflict management is based on appreciating the source of power for each party involved and knowing how and when a particular power source could be used. Applying this concept can benefit managers to effectively negotiate in conflict. Management should also put in place the tactics of acquiring more information, to find a better solution, and to influence the other party. Task conflicts are the most amenable to using negotiation and conflict management techniques. These types of conflicts are less personal which allows the parties to better understand each other.

Although conflict cannot be avoided, it can be managed. Since conflict will always be present on an individual and organizational level, it is important to develop the skills to appropriately manage a difficult conversation or interaction. Experts agree that the skills necessary can be acquired; they believe that conflict competence can be defined and learned. One definition of conflict competence is “the ability to develop and use cognitive, emotional, and behavioral skills that enhance productive outcomes of conflict while reducing the likelihood of escalation or harm.” The goal is to be competent in having difficult conversations. One model uses the terminology “crucial conversations and “crucial confrontations.” A “crucial conversation” is defined as “a discussion between two or more people where: (a) stakes are high, (b) opinions vary, and (c) emotions run strong. Conflict has a critical effect on the competence, confidence, and morale of healthcare professionals. Consequently, it affects patient care too.

To prevent or limit the conflict, emphasis must be focused on the proper and impartial implementation of a professional code of conduct, ground rules, and discipline Since most people see conflict as negative, something to be avoided, to be ignored if possible, they think that if it must be dealt with, it should be dealt with quickly and by someone else. People often prefer to resolve serious conflict with as little personal involvement as possible. Clearly, this is why people seek assistance with their problems, whether it be from doctors, therapists, lawyers, accountants, or whomever. Many people feel inadequate to the task of handling both personal and public disputes. This avoidance reaction informs and shapes people’s negative reactions to conflicts and results in the perceived (and occasionally real) need to seek help to resolve them.

References:

Burns, L. R., Bradley, E. H., & Weiner, B. J. (2018). Shortell and Kaluzny’s health care management: Organization design & behavior (7th ed.). Clifton Park, NY: Delmar Cengage Learning.

https://www.researchgate.net/publication/331178189_Conflict_Management_in_Healthcare

https://pubmed.ncbi.nlm.nih.gov/30739920/




Two: A director of facilities versus manager of environmental service in a quality meeting argue over who is responsible for a poor trend in a patient comments review. Bergman (2010) alludes to circumstances where someone has a need that requires the movement of another person that will not move and one or both struggle to assert power in the circumstance to produce a yield; this is a good description of many of the power struggles that take place in hospitals. Because there are overlapping responsibilities, people do not always agree concerning who oversees various areas of liability. Rather than working together they lock horns and play the authority game.

Fighting over who has control in a hospital setting rarely results in patient centered care. If people with power are willing to give up some of that power to gain something that is needed, they can show how balancing power is achieved (Palgi, M., & Syna Desivilya, H., 2011). While there are some legitimate disagreements about power and influence, sometimes finding a balance of power in a joint solution for the benefit of the patient is preferable. So, what are some ways to find better balance? A few solutions rest in becoming skilled at negotiation and conflict management.

When people do not agree they have two options: they can dig in and fight or they work to find a mutual solution to the disagreement. Negotiation is that forging process that allows some give in take that is aimed at finding an alternative to trenching in; the solutions might not be equal, but both parties find a good compromise (Doyle, 2020). The idea of finding solutions to these entrenchments through normal communication is not realistic. To find solutions to power struggles, conflict managements skills are necessary. Anyone in a position of power is going to be challenged concerning authority and will be made to feel uncomfortable. However, it is crucial to realize that conflict is rarely the real problem; the problem is poor management of conflict (McNamara, 2020). When people have learned to make problems deescalate, overcomes the challenges of disagreement, and find workable solutions, they are practicing conflict management.

There are some things I have learned along the way that have helped me reduce conflict. One way to reduce conflict is to reduce the festering time; the longer a problem sits the worse it gets. Another way is to be an active listener to the other person. If people do not feel they are being heard and understood they are not put in the mood to compromise. Another thing that has been helpful over the years is focusing on the conflict not the personality; when people make the disagreement personal, they are creating negatives that do not exist. In other words, putting conflict on top of conflict just makes a resolution more out of reach.

References

Bregman, P. (2010, August). The Best Way to Handle a Power Struggle. Retrieved from https://hbr.org

Doyle, A. (2020, January). Important Negotiation Skills for Workplace Success. Retrieved from https://www.thebalancecareers.com/negotiation-skil...

McNamara, C. (2020). Clarifying Confusion About Conflict. Retrieved from https://managementhelp.org/interpersonal/conflict....

Palgi, M., & Syna Desivilya, H. (2011). The Paradox in Partnership: The Role of Conflict in Partnership Building. Bentham Science Publishers



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Running head: CLASSMATES DISCUSSION

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Reply 1
Your post begins on a high and encouraging note that acknowledges effective conflict
management and appreciates all parties' sources of power. The approach is vital in building a
founda...


Anonymous
I was struggling with this subject, and this helped me a ton!

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