How to Resolve Conflict in the Workplace

Running foreman CONFLICT RESOLUTION How to Re forge remainder in the Workplace Abstract This paper depart research the complex topic of how to list, approach and solve generational remainder in the seduceplace. It is important for c atomic number 18 for motorcoachs to be able to identify generational actions occurring among lag. Key strategies within the serve well bewilder be recommended to be utilize by the nurse four-in-hand when addressing generational conflicts at the workplace.There atomic number 18 quadruplet main generations pore on within this paper, showing the fundamental differences between in all generations and reinforcing the importance of conflict firmness of purpose. How to Resolve Conflict in the Workplace What is conflict resolution? How does unrivaled in a managerial breast feeding site identify generational conflict among their staff? How does one appropriately apply the process model to solve disputes that occur in the workplace? Many quest ions may cross ones mind when decision making how to confront and resolve conflicts among nurse staff.In order to being the process of rectifying intrapersonal staff conflicts, one may begin the process of answering the questions asked above. Conflict is defined by Hibberd and Smith (2006) as a process which begins when a person perceives that someone has negatively affected or is about to negatively affect something he or she c atomic number 18s about (p. 650). Hibberd and Smith (2006) defines conflict resolution as ways in which people, groups, or institutions deal with complaisant conflict (p. 650).People frequently have preconceived notions in regards to confronting and traffic with conflict, thinking that nothing creative or good willing come from it, however according to Vivar (2006) behavioral scientists have studied and think that not all conflict is destructive and that a certain degree of conflict is essential in life (p. 201). As human beings no two persons we re raised with the same set, morals and upbringing, making conflict unavoidable. As nurses, we celebrate our practice with the most up to date evidence based information.Making it necessary to uphold our paid competencies continually. The nature of the health care system and the technology nurses determination is continually changing and evolving. The end point is vital and we as nurses must become adaptive to these changes. Generational conflicts may arise as a result of the constant changes. Workplace issues between care for staff of unalike generation can often be unpleasant and unproductive, which may cause work conflicts, interpersonal tension, decreased productivity and employee dissatisfaction (Jaie, H 2004, p. 334).Proper nursing vigilance is required in order to maintain proper conflict resolution skills and strategies in dealing with generational difference among nursing staff in a acute care setting. This paper will further discuss roles of nursing drawship in identifying, confronting and managing the issue of generational conflicts among nursing staff, through the use of the process model. Differences of Generations There are four main generations. The silent generation, natural between 1922 and 1942 the baby boomers, born from 1943 to 1960 generation X born from 1961 to 1980 and millennial generation, born after 1981 (Jaie, H 2004, p. 34). All four generations are fundamentally different. The silent generation is typically loyal to authoritative figures and to their employment organization (Wiek, 2004 p. 10). Baby boomers are generally kn deliver to be workaholics perpetually concerned about their work performance, promotions and titles. Baby boomers tend to support at one job until retirement, due to their sense of loyalty to their employer and chances of future advancement in the familiarity (Wiek, 2004 p. 10).Generation X seeks challenges, they enjoy working independently, using technology, and often resists authority. Generation X prefer to be treated as equals to their managers and would be more partial to think of managers as mentors who collaboratively make decisions with their staff (Wiek, 2004 p. 10). The millennial generation does not uphold the same value of job security compared to the other generation. They do not feel loyalty to themselves or to the organization rather they feel loyalty to themselves or to the team that will help them achieve outcomes (Weston, 2006 np).Unlike their parents, the millennial generation does not depend on one outset of employment to provide the professional development they need to advance. They make themselves more marketable through furthering their teaching method and certification (Weston, 2006 np). When the four generations work together it is almost inevitable that generational conflicts will arise. Therefore making it necessary that proper strategies and resolutions are in place to cope with the vast difference in musical modes amongst these four generatio ns.Identifying Generational Conflict All four generations posses their own work value, in addition to personal values. tuition to create integrated and collegial relationships with people from different generations is a critical skill for nurses who work in multigenerational teams (Weston, 2006 np). It may be difficult from some to work in multigenerational environments, making it important for the nurse leader to be able to identify the v stages of conflict and swiftly intervene if conflict is suspected.Firstly conflict begins with the awakeness of the conflict (Hibberd & Smith, 2006). The nurse leader should be able to fuck the dynamics of their staff and identify when generational conflicts are occurring. Secondly, validating the thoughts and emotions involved in the conflict is beneficial (Hibberd & Smith, 2006). If one does not recognize these emotions, it is impossible to substantiate their staffs thoughts and feelings. Thirdly, in order to deal and cope with the conflict, intentions must be formed in older to address the issue (Hibberd & Smith, 2006).Fourthly, these intentions result in behaviors that evoke a reply (Hibberd & Smith, 2006). The reaction may change the individuals thoughts and emotions relating to the conflict. Fifthly, outcomes such as resolution are produced as a result of discussing the conflict (Hibberd & Smith, 2006). Once a nurse manager is capable of identifying and recognizing the five stages of conflict, one can apply and utilize the process model and different leadership strategies to produce conflict resolution among their staff. Process ModelSubsequent to the nurse manger identifying the stages of conflict, it is then possible to utilize strategies from the process model to deal with the generational conflicts occurring the workplace. Many individuals believe conflict resolution is not a learnt skill alone a innate behavior one is born with. The process model created by Thomas (1992), identifies five conflict management strategies one can utilize when confronting and dealing with generational conflict. The five conflict management strategies are competing, compromising, avoiding, collaborating, and accommodating.According to Cavanagh (1991), competitive style of conflict management is almost always observed when an individual puts his or her own needs and goals ahead of others (p. 1256). A positive attribute of competing style is that the method good deals with issues that necessitate quick decisions, through the use for example of vote (Hibberd & Smith, 2006). Compromising entails some(prenominal) individuals to make a decision they both find acceptable. The compromising style is often not a long-term solution.Avoiding style, occurs when uncomplete individuals want to pursue resolving the issue negatives that result from confronting the conflict often outweigh the positives. Cavanagh (1991) views avoidance as a means for individuals to remove themselves from the conflict, or to cause distance b etween the individual they are in conflict with (p. 1256). Collaborating is similar to compromising, however it is more potent for long term solutions because both individuals work together to come up with a solution they are both satisfied with (Hibberd & Smith, 2006).Accommodating, occurs when one individual compromises their own concerns to please the other individuals concerns, this strategy is often used when one individual is in error, however if alteration is frequently used, it can lead to disappointment (Hibberd & Smith, 2006). Further more, accommodation is characterized by the belief that the maintenance of symphonic interpersonal relationships is more important than creating disagreement between co-workers (Cavanagh, 1991 p. 1255).It is the role of the nurse leader in when dealing with conflicts to feel a sense of control over ones feelings regarding the issue, gather all appropriate facts concerning the issue, becoming aware of effective manners on how to approach th e conflict, determining if interventions are needed, creating resolutions and evaluating the outcomes. Recognizing and appreciating different generational perspectives can both decrease tension and enhance personal and professional growth (Weston, 2006 np). Within the process model, there are various leadership and management tyles that determine your managerial conflict resolution styles. Leadership & Management Styles The nurse leaders play a focal role in creating a work environment that values generational differences and supports the needs of each individual nursing staff member, regardless of age. It is important that the nurse manager recognizes and acts on generational differences in values and behaviors (Sherman, 2006 np). As a nurse leader, one is in the elevated position to organize their collegial nursing staff member in order to establish effective open communication channels between themselves and their staff.By doing so, one facilitates open communication and provide s socio-emotional support. There are many different styles the nurse manager should become adaptable for due to the different scenarios they may interpret when dealing with generational conflicts. An autocratic leader exerts high levels of power over his or her team members (Hibberd & Smith, 2006). A bureaucratic leader manages their staff according to procedures and policies. This leadership style enforces the rules at all times (Hibberd & Smith, 2006). A democratic leader often involves other staff members to contribute to the decision making process.This typically increases work satisfaction and facilitates open communication (Hibberd & Smith, 2006). Laissez-faire leadership style literally translates into leave it be. This leadership style relays on their staff to resolve their own conflicts (Hibberd & Smith, 2006). It take confidence, people skill, motivational skills, responsibility and integrity for a nurse leader to effectively manage their nursing staff in situations of ge nerational conflict. According to Arnold and Boggs conflict can be healthy and lead to growth and teamwork.In knowing this a nurse manager should be in a neutral position to examine explore the conflict before he or she intervene. Conclusion Generational conflicts many times are unavoidable. Each generation of professional nurses brings different generational influenced strengths and values to the workplace. It is a professional responsibility of the nurse manager to become knowledgeable regarding these differences in strengths and values and to use them as a fulcrum to increase mutual respect (Kupperschmidt, 2006, p. 6). There are different strategies in dealing with staff generational conflicts.According to Baker (1995) developing appropriate conflict resolution skills among all team members is imperative. in a team environment (p. 296). References Arnold, E. , & Boggs, K. (2003). Interpersonal relationships Professional communication skills for nurses. (4th ed). bit Saunders. Ba ker, K. (1995, October). Improving staff nurse conflict resolution skills. Nursing, 13(5). Retrieved May 15, 2009 from MEDLINE database. Cavanagh, S. J. (1991, October). The conflict management style of staff nurses and nurse managers. daybook of Advanced Nursing, 16(10), p. 1254-1260. 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