NUR 256: Module F UPDATED ACTUAL Questions and CORRECT Answers
generally defined as the internal or external discord that results form differences in
ideas, values, or feelings between two or more people.
-conflict is also created when there are differences in economic and professional
values and when there is competition among professionals. scarce resources,
conflict
restructuring, and poorly defined role expectations also are frequent sources of
conflict in organizational s.
-some level of conflict in an organization may be/ is desirable , although the
optimum level for a specific person or unit at a given time is difficult to determine.
too little conflict results in organizational stasis- need a little conflict so new ideas
are generated to improve better patient outcomes or results in no growth.
levels of conflict too much conflict puts the organization in chaos. organizational chaos decreases
organizational effectiveness and immobilizes employees.
as a nurse manager you have to decides what a good amount of conflict is.
currently, conflict is viewed as neither good nor bad' should not be avoided or
encouraged bc it can produce growth or be destructive, depending on how it is
relationships between organizational managed
conflict and effectiveness
-constructive
-destructive
embraces differing ideas and worldviews in an effort to move the company towards
constructive conflict
its goals and missions. thus, it increases productivity, rather than hampers it.
hinders work performance because people refuse to speak to each other, or they do
destructive conflict not have civilized conversations. thus, it can reduce the morale of an anesthetic
department as well as productivity and efficiency.
, 1. is self aware and conscientiously works to resolve intrapersonal conflict
2. addresses conflict as soon as it is perceived and before it becomes felt or manifest
3. immediately confronts and intervenes when incivility, bullying, and mobbing
occurs
4. seeks a win-win solution to conflict whenever feasible
5. lessens the perceptual differences that exist between conflicting parties and
broadens the parties understanding about the problems
leadership roles in conflict resolution
6. assists subordinates in identifying alternative conflict resolutions
7. recognizes and accepts individual differences in team members
8. uses assertive communication skills to increase persuasiveness and foster open
communication
9. role models honest and collaborative negotiation efforts
10. encourages consensus building when group support is needed to resolve
conflicts
1. creates a work environment that minimized the antecedent conditions for conflict
2. uses appropriately legitimate authority in a competing approach when a quick or
unpopular decision needs to be made
3. facilitates confluct resolution among team members when approprirate
4. accepts mutual responsibility for reaching predetermine supraordinate goals
5. established a workplace culture that has zero tolerance for incivility, bullying,
mobbing, and workplace violence
management functions in conflict
resolution 6. obtains needed unit resources through effective negotiation strategies
7. compromises unit needs only when the need is not critical to unit functioning and
when higher managerment gives up something of equal value
8. is adequately prepared to negotiate for unit resources, including the advance
determination fo a bottom line and possible trade-offs
9. addressed the need for closure and follow-up to negotiation
10. pursues alternative dispute resolution when conflicts cannot be resolved using
traditional conflic
managers can no longer afford to respond to conflict traditionally (avoid or
suppress) because this is nonproductive. nurse managers must find a way to deal
with conflict appropriately. intervene in conflict in the early stages if conflict is
leader/ manager roles in conflict destructive/ dysfunctional
leaders role is to create a work environment where conflict may be used as an
avenue for growth, innovation and productivity- constructive conflict!
, -intrapersonal
categories of conflict -interpersonal
-intergroup
occurs between two or more groups of people, departmental, and organizations. an
example of this would be two political affiliations with widely differing or
inter group conflict
contradictory beliefs or nurses experiencing inter groups conflict with family and
work issues.
happens between two or more people with differing values, goals, and beliefs.
interpersonal conflict
ex: two staff members, nurse and family members, PCP and nurse, family members vs
patient
occurs within the person. it involves an internal struggle to clarify contradictory
values or wants. for managers, intrapersonal conflict may result from multiple areas
of responsibilities associated with the management role.
intrapersonal conflict
what is best for my unit/ staff versus what is the organization telling me I need to do
-latent conflict
-perceived conflict
stages of conflict -felt conflict (affective)
-manifest conflict (overt)
-conflict aftermath
(antecedent conditions)
implies the existence of antecedent conditions such as short staffing and rapid
change.
in this stage, conditions are ripe for conflict, although no conflict has actually
occurred, and none may every occur.
latent conflict
much unnecessary conflict could be prevented or reduced if managers examined
the organization more closely for antecedent conditions. for example: change and
budgets cuts cause conflict. such events, therefore, should be well though out so
interventions can be made before the conflicts created by these events escalate.
CHANGE SHOULD BE PLANNED
if conflict progresses it may develop into this stage. the second stage________ or
substantive conflict is intelluctualized and often involves issues and roles. the person
recognizes it logically and impersonally as occurring but does not feel emotionally
involves in it. sometimes, conflict can be resolved at this stage before it is
internalized or felt. in an environment characterized by open communication and
mutual support, many conflicts can be resolved simply by pointing out that a
perceived conflict potential or actual problem exisits.
u know someone is mad at you but dont know why.
NO EMOTION ATTACHED TO THE CONFLICT AND THE PERSON VIEWS IT ONLY AS
A PROBLEM TO BE SOLVED
the third stage, occurs when the conflict becomes emotional ed. felt emotions
include hostility, fear, mistrust and anger. this stage is also referred to as affective. a
felt conflict (affective)
person can also feel the conflict but not perceive the problem (they feel conflict but
may be unaware of its roots)
generally defined as the internal or external discord that results form differences in
ideas, values, or feelings between two or more people.
-conflict is also created when there are differences in economic and professional
values and when there is competition among professionals. scarce resources,
conflict
restructuring, and poorly defined role expectations also are frequent sources of
conflict in organizational s.
-some level of conflict in an organization may be/ is desirable , although the
optimum level for a specific person or unit at a given time is difficult to determine.
too little conflict results in organizational stasis- need a little conflict so new ideas
are generated to improve better patient outcomes or results in no growth.
levels of conflict too much conflict puts the organization in chaos. organizational chaos decreases
organizational effectiveness and immobilizes employees.
as a nurse manager you have to decides what a good amount of conflict is.
currently, conflict is viewed as neither good nor bad' should not be avoided or
encouraged bc it can produce growth or be destructive, depending on how it is
relationships between organizational managed
conflict and effectiveness
-constructive
-destructive
embraces differing ideas and worldviews in an effort to move the company towards
constructive conflict
its goals and missions. thus, it increases productivity, rather than hampers it.
hinders work performance because people refuse to speak to each other, or they do
destructive conflict not have civilized conversations. thus, it can reduce the morale of an anesthetic
department as well as productivity and efficiency.
, 1. is self aware and conscientiously works to resolve intrapersonal conflict
2. addresses conflict as soon as it is perceived and before it becomes felt or manifest
3. immediately confronts and intervenes when incivility, bullying, and mobbing
occurs
4. seeks a win-win solution to conflict whenever feasible
5. lessens the perceptual differences that exist between conflicting parties and
broadens the parties understanding about the problems
leadership roles in conflict resolution
6. assists subordinates in identifying alternative conflict resolutions
7. recognizes and accepts individual differences in team members
8. uses assertive communication skills to increase persuasiveness and foster open
communication
9. role models honest and collaborative negotiation efforts
10. encourages consensus building when group support is needed to resolve
conflicts
1. creates a work environment that minimized the antecedent conditions for conflict
2. uses appropriately legitimate authority in a competing approach when a quick or
unpopular decision needs to be made
3. facilitates confluct resolution among team members when approprirate
4. accepts mutual responsibility for reaching predetermine supraordinate goals
5. established a workplace culture that has zero tolerance for incivility, bullying,
mobbing, and workplace violence
management functions in conflict
resolution 6. obtains needed unit resources through effective negotiation strategies
7. compromises unit needs only when the need is not critical to unit functioning and
when higher managerment gives up something of equal value
8. is adequately prepared to negotiate for unit resources, including the advance
determination fo a bottom line and possible trade-offs
9. addressed the need for closure and follow-up to negotiation
10. pursues alternative dispute resolution when conflicts cannot be resolved using
traditional conflic
managers can no longer afford to respond to conflict traditionally (avoid or
suppress) because this is nonproductive. nurse managers must find a way to deal
with conflict appropriately. intervene in conflict in the early stages if conflict is
leader/ manager roles in conflict destructive/ dysfunctional
leaders role is to create a work environment where conflict may be used as an
avenue for growth, innovation and productivity- constructive conflict!
, -intrapersonal
categories of conflict -interpersonal
-intergroup
occurs between two or more groups of people, departmental, and organizations. an
example of this would be two political affiliations with widely differing or
inter group conflict
contradictory beliefs or nurses experiencing inter groups conflict with family and
work issues.
happens between two or more people with differing values, goals, and beliefs.
interpersonal conflict
ex: two staff members, nurse and family members, PCP and nurse, family members vs
patient
occurs within the person. it involves an internal struggle to clarify contradictory
values or wants. for managers, intrapersonal conflict may result from multiple areas
of responsibilities associated with the management role.
intrapersonal conflict
what is best for my unit/ staff versus what is the organization telling me I need to do
-latent conflict
-perceived conflict
stages of conflict -felt conflict (affective)
-manifest conflict (overt)
-conflict aftermath
(antecedent conditions)
implies the existence of antecedent conditions such as short staffing and rapid
change.
in this stage, conditions are ripe for conflict, although no conflict has actually
occurred, and none may every occur.
latent conflict
much unnecessary conflict could be prevented or reduced if managers examined
the organization more closely for antecedent conditions. for example: change and
budgets cuts cause conflict. such events, therefore, should be well though out so
interventions can be made before the conflicts created by these events escalate.
CHANGE SHOULD BE PLANNED
if conflict progresses it may develop into this stage. the second stage________ or
substantive conflict is intelluctualized and often involves issues and roles. the person
recognizes it logically and impersonally as occurring but does not feel emotionally
involves in it. sometimes, conflict can be resolved at this stage before it is
internalized or felt. in an environment characterized by open communication and
mutual support, many conflicts can be resolved simply by pointing out that a
perceived conflict potential or actual problem exisits.
u know someone is mad at you but dont know why.
NO EMOTION ATTACHED TO THE CONFLICT AND THE PERSON VIEWS IT ONLY AS
A PROBLEM TO BE SOLVED
the third stage, occurs when the conflict becomes emotional ed. felt emotions
include hostility, fear, mistrust and anger. this stage is also referred to as affective. a
felt conflict (affective)
person can also feel the conflict but not perceive the problem (they feel conflict but
may be unaware of its roots)
