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94 unit 2 | Working Within the Organization CikguOnline
(as in Case 1), two departments, or two different a solution to a given problem that satisfies every-
professional groups (e.g., nurses and social workers, one involved. The process itself, illustrated in
over who is responsible for discharge planning). On Figure 7.1, includes identifying the issue, generat-
the organizational level, conflicts can occur ing solutions, evaluating the suggested solutions,
between two organizations (e.g., when two home choosing what appears to be the best solution,
health agencies compete for a contract with a large implementing that solution, evaluating the extent
hospital). The focus in this chapter is primarily on to which the problem has been resolved and, finally,
the first two levels: among individuals and groups concluding either that the problem has been
of people within a health-care organization. resolved or that it will be necessary to repeat the
process to find a better solution.
Resolving Problems and Conflicts
Identify the Problem or Issue
Win, Lose, or Draw? Ask participants in the conflict what they want
Some people think about problems and conflicts (Sportsman,2005).If the issue is not highly charged
that occur at work in the same way they think about or highly political, they may be able to give a direct
a football game or tennis match: unless the score is answer. At other times, however, some discussion
tied at the end of the game, someone has won, and and exploration of the issues are necessary before
someone has lost. There are some problems in this the real problem emerges. “It would be nice,” wrote
comparison with sports competition. First, the aim Browne and Kelley, “if what other people were really
of conflict resolution is to work together more effec- saying was always obvious, if all their essential
tively, not to defeat the other party. Second, the peo- thoughts were clearly labeled for us . . . and if all
ple who lose are likely to feel bad about losing. As a knowledgeable people agreed about answers to
result, they may spend their time and energy prepar- important questions” (1994, p. 5). Of course, this is
ing to win the next round rather than on their work. not what usually happens. People are often vague
A win-win result in which both sides gain some about what their real concern is; sometimes they are
benefit is the best resolution (Haslan, 2001). genuinely uncertain about what the real problem is.
However, sometimes the people involved cannot High emotion may further cloud the issue. All this
reach agreement (consensus) but can recognize and needs to be sorted out so that the problem is iden-
accept their differences and get on with their work tified clearly and a solution can be sought.
(McDonald, 2008).
Other Conflict Resolution Myths
If yes, end
Many people think of what can be “won” as a fixed
amount: “I get half, and you get half.” This is the Begin
If not,
fixed pie myth of conflict resolution (Thompson & Problem repeat here
Fox, 2001). The problem is that if one side gets resolved process
everything, then the other side gets nothing.
Another erroneous assumption is called the deval-
uation reaction: “If the other side is getting what Implement Identify
they want, then it has to be bad for us.”These erro- solution the
chosen problem
neous beliefs can be serious barriers to achievement
of a mutually beneficial resolution of a conflict.
When disagreements first arise, problem solving
may be sufficient. If the situation has already devel-
Choose Generate
oped into a full conflict, however, negotiation, either best possible
informal or formal,of a settlement may be necessary. solution solutions
Evaluate
Problem Resolution suggested
solutions
The use of the problem-solving process in patient
care should be familiar. The same approach can be
used when staff problems occur.The goal is to find Figure 7.1 The process of resolving a problem.