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What do you find to be the most difficult part of handling conflicts? Controlling Time in Meetings Respecting Time Goal setting Interruption log Job enlargement Time logs Time waster To-do list 1. Identify time wasters. 2. Identify goals. 3. Set priorities. 4. Group activities and minimize routine work. 5. Manage personal organization and self discipline. […]

Are leaders good conflict managers? Whitworth, B. S. (2008). Is there a relationship between per- sonality type and preferred conflict-handling styles? An exploratory study of registered nurses in south- ern Mississippi. Journal of Nursing Management, 16(8), 921–932   13 Managing Time CHAPTER Time Wasters TIME ANALYSIS THE MANAGER’S TIME Setting Goals DETERMINING PRIORITIES DAILY PLANNING

How are conflicts handled at work or school? Pearson Nursing Student Resources Find additional review materials at www.nursing.pearsonhighered.com Prepare for success with additional NCLEX®-style practice questions, interactive assignments and activities, Web links, animations and videos, and more!   www.nursing.pearsonhighered.com   CHAPTER 12 • HANDLING CONFLICT 171 References Behfar, K. J., Peterson, R. S., Mannix, E.

The following are basic rules on how to mediate a conflict between two or more parties: 1. Protect each party’s self-respect. Deal with a conflict of issues, not personalities. 2. Do not put blame or responsibility for the problem on the participants. The participants are responsible for developing a solution to the problem. 3. Allow

Conflict management begins with a decision regarding if and when to intervene. Failure to intervene can allow the conflict to get out of hand, whereas early intervention may be detri- mental to those involved, causing them to lose confidence in themselves and reduce risk-taking behavior in the future. Some conflicts are so minor, particularly if

Managing Conflict Managing conflict is an important part of the nurse manager’s job. Managers are often involved in conflict management on several different levels. They may be participants in the conflict as individuals, administrators, or representatives of a unit. In fact, they must often initiate conflict by confronting staff, individually or collectively, when a problem

Outcomes The outcome affects how conflict will be addressed by the parties in the future. The optimal solution is to manage the issues in a way that will lead to a solution wherein both parties see themselves as winners and the problem is solved. This leaves a positive aftermath that will affect future relations and

HANDLING CONFLICT 165 Conflict Behaviors Conflict behavior results from the parties’ perceived or felt conflict. Behaviors may be overt or covert. Overt behavior may take the form of aggression, competition, debate, or problem solv- ing. Covert behavior may be expressed by a variety of indirect tactics, such as scapegoating, avoidance, or apathy. Conflict Resolved or

Perceived and Felt Conflict Perceived and felt conflict account for the conflict that may occur when the parties involved view situations or issues from differing perspectives, when they misunderstand each other’s position, or when positions are based on limited knowledge. Perceived conflict refers to each party’s per- ception of the other’s position. Felt conflict refers