¶ … Negotiation and Conflict Management to Resolve Power Struggles in Health Care Settings
Many health care organizations, especially tertiary facilities, consist of large numbers of diverse professional and support staff. Not surprisingly, as with all types of organizations, turf battles take place on a regular basis, conflicts occur, and the potential for health care workers to place their self-interest above the organization's best interests is always present. To determine how managers can best use the principles of effective negotiation and conflict management to resolve power struggles within health care settings, and what types of power struggles in health care settings are most amenable to the application of negotiation and conflict management techniques, specific ways to limit the potential abuse of power in health care organizations, as well as specific human resources strategies and transparency mechanisms that can prevent stakeholders from pursuing self-interested goals, this paper provides a review of the relevant peer-reviewed and scholarly literature, followed by a summary of the research in the conclusion.
Review and Discussion
Effective negotiation and conflict management
Effective negotiation can assume a number of forms, ranging from the highly informal to the highly structured, with the approach being used depending on the specific circumstances of the conflict that is involved. Generally speaking, effective negotiation will require a format in which the stakeholders:
1. Present a sequence of arguments to support their case;
2. State their preferences;
3. Recognize and acknowledge what the other side sees as important;
4. Try to achieve an in-depth understanding of all the issues;
5. Ascertain areas of agreement and disagreement;
6. Enter into a series of offers and bids relating to personal targets;
The two parties try to resolve it by themselves in an informal approach, through negotiations. However, then an agreement cannot be reached, both parties are entitled to request the assistance of a tertiary party. The third party is neutral to the two disputants and has the obligation of resolving the matter from an objective stand point and "their role is to facilitate a settlement without any control over the
The reality is that coworkers are not always going to be able to get along in a successful and productive manner without manager intervention. A manager cannot avoid the conflict and hope that it disappears, because that runs the risk of the conflict erupting or simply spreading like a cancer throughout the entire organization. Instead, the manager must address the issue. Furthermore, while the manager cannot dictate the approaches
Negotiation and Conflict Management Third party interventions are often needed in order for conflicts to be effectively resolved. Whether or not a third party intervention is necessary depends on the severity of the conflict and whether the parties involved require outside assistance to maintain some sense of objectivity and reason while sorting through their dispute. Several skills characterize an effective third party in conflict resolution. The readings outline several helpful attributes third
However, such strategy has the outcome in compliance in absence of commitment and feelings of frustration and resentment. The fourth strategy is I lose a little, you win a little. The placate yield style represents a concern for the effects of conflict on the welfare and durability of all relationships that is entered. The hypothesis is that human relationships are so flexible that they cannot endure the trauma of working
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