3.1 - Kothari, Rajni - Meaning, Thruth and Ethical Value (en)
CONFLICT RESOLUTION STRENGTHENING OF HUMAN RESOURCES FOR HEALTH RAJNI BAGGA NIHFW
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Transcript of CONFLICT RESOLUTION STRENGTHENING OF HUMAN RESOURCES FOR HEALTH RAJNI BAGGA NIHFW
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CONFLICT RESOLUTION
STRENGTHENING OF HUMAN RESOURCES FOR HEALTH
RAJNI BAGGA
NIHFW
(26TH-31ST MAY, 2008) [email protected]
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HOW SHOULD WE MAKE THE NEXT 90 MINUTES MORE MEANINGFUL
WHAT SHOULD WE ACHIEVE AT THE END OF THE SESSION
• PLEASE EXPRESS YOUR KEY EXPECTATIONS FROM THIS SESSION:
• 1.• 2.• 3.
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IN THE HEALTH SECTOR TODAY, WHICH ARE THE REAL BARRIERS
FOR DECISION MAKING, REFORMS AND ACTIONS ?
• 1.
• 2.
• 3.
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CONFLICT WHAT?
KEY CONFLICTS FACED BY US
IN EVERY DAY SITUATIONS
• 1.
• 2.
• 3.
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ROLE PLAY
• 4/5 PARTICIPANTS PLEASE VOLUNTEER TO ACT OUT A SITUATION FROM YOUR ORGANISATION
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CONFLICT IS AN INEVITABLE AND UNAVOIDABLE PART OF OUR EVERYDAY PROFESSIONAL AND PERSONAL LIVES
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REALITY OF CONFLICT &
EFFECTIVE COMMUNICATION • CONFLICT BETWEEN PEOPLE IS A
FACT OF LIFE
• CONFLICTS OCCUR AT ALL LEVELS OF INTERACTION.
• ….cont.
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….cont.
• THUS, CONFLICT IS A CRITICAL EVENT IN THE COURSE OF A RELATIONSHIP.
• WHETHER A RELATIONSHIP IS HEALTHY OR UNHEALTHY DEPENDS NOT SO MUCH ON THE NUMBER OF CONFLICTS BETWEEN PARTICIPANTS, BUT ON HOW THE CONFLICTS ARE RESOLVED.
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ARE CONFLICTS
FUNCTIONAL
OR
DYSFUNCTIONAL
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CONFLICTS ARE DYSFUNCTIONAL
• CONFLICT IS AN INDICATION THAT SITUATION IS THREATENING, DEVASTATING OR ON A POINT OF BREAKING.
• CONFLICTS ARE UNPRODUCTIVE AND DYSFUNCTIONAL.
• CONFLICTS CAN DELAY OR PREVENT THE ATTAINMENT OF A GOAL OR FRUSTRATE AN INDIVIDUAL. IN HOSPITAL SITUATION
• CONFLICT IS INEVITABLE
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CONFLICT ARE FUNCTIONAL
ALL CONFLICTS ARE NOT UNPRODUCTIVE.
CONFLICTS CAN BE USEFUL CONSTRUCTIVE, AND POSITIVE
•IN FACT, A RELATIONSHIP WITH FREQUENT CONFLICT MAY BE HEALTHIER THAN ONE WITH NO OBSERVABLE CONFLICT
CONT…….
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• CONT…….
• CONFLICT CAN PROMOTE INNOVATION, CREATIVITY AND DEVELOPMENT OF NEW IDEAS, WHICH MAKE ORGANISATIONAL GROWTH POSSIBLE.
• IF IT IS HANDLED WELL, HOWEVER, CONFLICT CAN BE PRODUCTIVE – LEADING TO DEEPER UNDERSTANDING, MUTUAL RESPECT AND CLOSENESS.
• AND THE REALITY IS ALL THE MAJOR REFORMS AND CHANGES OCCUR AS A CONSEQUENCE OF CONFLICT
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CONFLICT OCCURS WHEN AN INDIVIDUAL OR GROUP FEELS NEGATIVEL AFFECTED BY ANOTHER INDIVIDUAL OR GROUP OR EVENTS
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BASICALLY CONFLICT IS AN
ISSUE OF PERCEPTION.
3 MAIN COMPONENTS TO CONFLICT
• PERCIEVED INCOMPATIBITY OF INTERESTS
• SOME INTERDEPENDENCE OF THE PARTIES/GROUPS
• SOME FORM OF INTERACTION
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PROCESS OF CONFLICT
Stage 1 Stage 2 Stage 3 Stage 4
Potential Cognition & Conflict Outcome
opposition Personalization Handling
Behaviour
Increased
Conditions Perceived Competing Group
Communication Conflict Collaborating Performance
Structure Compromising
Personal Felt Avoiding Decreased
Variables Conflict Accommodating Group
Performance
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HighA Competition CollaborationS (Win-loose) (win-win)SERTI CompromiseVEN Avoidance AccommodationE (Loose-loose) (Loose-win)SS Low Cooperativeness Conflict handling orientations
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TYPES OF CONFLICT
• INTRAPERSONAL CONFLICT
• INTERPERSONAL CONFLICT
• ROLE CONFLICT
• GOAL CONFLICT
• INTER-GROUP CONFLICTS
• CLIENT HOSPITAL CONFLICT
• ORGANISATIONAL CONFLICT
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MANAGEMENT OF CONFLICT
• SINCE MAJORITY OF CONFLICTS ARE DUE TO PERCEPTION AND PERSONAL ISSUES, THE SOLUTIONS MAINLY LIE WITHIN US
• WE ARE THE PROBLEMS AND WE ONLY HAVE THE SOLUTIONS
• WE NEED TO DEVELOP MANAGEMENT STRATEGIES AT OUR LEVEL FIRST
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Type of Conflict Sources of Conflict Management Strategy
1. Intra individual Conflicting goals, needs, motives
Role Definition
2. Interpersonal Disagreements antagonism
IPC Skills,TA, Johari-Window, Creative P S, Assertive Behaviour
3. Inter-group Power, Authority Status
Participative Mgt.Team Bldg.Training
4. Organizational Hierarchical Conflict Functional conflict
Institutional Goal setting
5. Client Hospital Quality of patient care and communication
Community Goal Setting, Public Relations
Model for diagnosis and management of conflict
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INTERPERSONAL COMMUNICATION SKILLS
COMMUNICATION IS EXCHANGE OF INFORMATION, IDEAS AND MOST IMPORTANTLY FEELINGS. THE PURPOSE IS TO GET YOUR MESSAGE ACROSS TO OTHERS CLEARLY AND UNAMBIGUOUSLY
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POSITIVE IPC APPROACHES TO CONFLICT RESOLUTION
• THE UNDERLYING PRINCIPLE THAT UNDERSCORES ALL SUCCESSFUL CONFLICT RESOLUTION.
• THAT IS, BOTH PARTIES MUST VIEW THEIR CONFLICT AS A PROBLEM TO BE SOLVED MUTUALLY SO THAT BOTH PARTIES HAVE THE FEELING OF WINNING – OR AT LEAST FINDING A SOLUTION WHICH IS ACCEPTABLE TO BOTH
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BARRIERS TO COMMUNICATION
• PHYSICAL OR PERSONAL
ENVIRONMENTAL
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IPC SKILLS
• VERBAL SKILLS
• NONVERBAL SKILLS
• LISTENING SKILLS
• FEEDBACK SKILLS
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BEHAVIOR AND ATTITUDE DETERMINE EACH SKILL
• ATTITUDE
• SYMPATHY
• APATHY
• EMPATHY
BEHAVIOR
•AGGRESSIVE
•PASSIVE
•ASSERTIVE
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IPC HELPS IN PREVENTING
CONFLICT • TO PREVENT CONFLICT FROM HAPPENING IN
THE FIRST PLACE, IDENTIFY THE WAYS IN WHICH WE CONTRIBUTE TO DISAGREEMENT IN CERTAIN COMMUNICATION PATTERNS.
• IDENTIFY A SPECIFIC, RECENT CONFLICTING SITUATION, RECALL WHAT YOU SAID, THINK SPECIFICALLY ABOUT HOW YOU COULD HAVE USED MORE EFFECTIVE VERBAL SKILLS
• THINK ABOUT WAYS IN WHICH YOUR COMMUNICATION HAD SET A MORE TRUSTFUL TONE OR OFFENSIVE TONE
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SELF-AWARENESS
SELF-AWARENESS INCLUDES A RECOGNITION OF OUR PERSONALITY, OUR STRENGTHS AND WEAKNESSES, OUR LIKES AND DISLIKES.
A PREREQUISITE FOR EFFECTIVE
COMMUNICATION RELATIONS,AND MANAGING CONFLICT AS WELL AS FOR DEVELOPING EMPATHY FOR OTHERS.
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JOHARI WINDOW-A TOOL TO MANAGE CONFLICT
Information known to every one
ShareFeedback
Knowledge belongs only to Others
Knowledge belongs only to Self
Knowledge acquired by learning together
What we know and what they know
What we know and they do not know
What they know
and we do not know
What we do not know and they do not know
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MOVING TOWARDS OPEN SELF
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Type A Dominant Potential Self
Type BDominantPrivateSelf
DominantBlind Spot
Type CDominantPublicSelf
Type D
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TRANSACTION ALANALYSIS (TA)
IT IS A SIMPLE AND POPULAR APPROACH WHICH HELPS PEOPLE
DEVELOP BETTER AWARENESS ABOUT THEMSELVES.
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THE APPLICATION OF T.A. HELPS TO DEVELOP BETTER
UNDERSTANDING OF SELF AND INTERPERSONAL BEHAVIOUR.
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5 CONCEPTS OF T A
1.EGO STATES
2.TRANSACTIONS
3.LIFE POSITIONS
4.GAMES PEOPLE PLAY
5. STROKES
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EGO STATES
• IRRESPECTIVE OF AGE EVERYBODY HAS THESE EGO STATES AND EACH OF THEM GET ACTIVATED AT AN APPROPRIATE TIME.
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STRUCTURE OF PERSONALITY
• AS PER TA, THE STRUCTURE OF PERSONALITY IS DIVIDED INTO THREE EGO STATES:
• P –PARENT EGO STATE (TAUGHT CONCEPT OF LIFE)
• A- ADULT EGO STATE (THOUGHT CONCEPT OF LIFE)
• C- CHILD EGO STATE (FELT CONCEPT OF LIFE)
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LIFE POSITIONS
• DEPENDING ON THE UNDERSTANDING OF THE EGO STATES INDIVIDUALS CAN UNDERSTAND THEIR LIFE POSITIONS. AS PER TRANSACTIONAL ANALYSIS, THERE ARE FOUR LIFE POSITIONS.
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I AM OK,YOU ARE NOT OK
• ATTITUDE-’I AM ALWAYS RIGHT’
• GENERALLY OPERATES FROM HIGH CRITICAL PARENT AND REBELLIOUS CHILD EGO STATES
• HIGHLY PRESCRIPTIVE
• ANY DISAGREEMENT AROUSES A STRONG REACTION.
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I AM NOT OK,YOU ARE OK.
• QUITE SUBMISSIVE
• LESS INOVATIVE
• LACKS RISK TAKING RESPONSIBILITIES
• OPERATES MOSTLY FROM COMPLIANT CHILD EGO
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I AM NOT O.K,YOU ARE NOT O.K
• MOST DESTRUCTIVE LIFE POSITION
• VERY LOW ‘ADULT EGO’ STATE AND OTHER EGO STATES ARE ALSO NOT FUNCTIONALLY DISTRIBUTED
• HELPLESSS,DEPRESSED,MISERABLE,SUICIDAL, FEEL MISERABLE, LACK OF CONFIDENCE
• DO NOT TRUST OTHERS
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I AM OK,YOU ARE OK
• HIGH EMOTIONAL INTELLIGENCE (EQ) MOST HEALTHY LIFE POSITION
• EXPRESS CONFIDENCE IN SELF AND TRUST IN OTHERS
• EGO STATES –NURTURING PARENT,ADULT AND HAPPY CHILD EGO STATES
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BUILDING OUR CAPACITIES
BUT WE REQUIRE TO DEVELOP LEADERSHIP SKILLS IN US TO MANAGE & CHANNELIZE CONFLICT TO POSITIVE RESOLUTION
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LEADERSHIP TRANSFORMS POTENTIAL INTO REALITY.
LEADERSHIP IS THE ULTIMATE ACT THAT IDENTIFIES,
DEVELOPS, AND USES THE POTENTIAL THAT IS IN AN ORGANIZATION AND ITS
PEOPLE.
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LEADERSHIP IS THE PROCESS OF ENCOURAGING AND INFLUENCING PEOPLE TO DIRECT THEIR EFFORTS TOWARDS THE ACHIEVEMENT OF SOME PARTICULAR GOAL(S).
IT IS THE HUMAN FACTOR THAT HELPS A GROUP IDENTIFY WHERE IT IS GOING AND THEN MOTIVATE IT TOWARDS ITS GOALS.
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OUR LEADERSHIP TODAY REQUIRES TO CONVERT POTENTIAL INTO
REALITY.
NEED TO RESTORE TRUST AND BRING CHANGES IN WORK CULTURE TO
ENHANCE QUALITY OF HEALTH CARE AND FOR THIS LEADERSHIP NEEDS TO DEVELOP
CREDIBILITY
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• LET US HAVE A SLOGAN
•CHALTA HAI NAHIN CHALAGA
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THIS REQUIRES TO BUILD OUR
CREDIBILITY =
ABILITY+ACTION+AUTHORITY
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LEADERSHIP TO RE-LOOK AT:
Positional power(Power, Authority & Influence)
Personal Power( Human & Emotional
Skills, Open mind, Positive attitude &
mentoring )
Discretionary Power
Bring positive change for Quality of Health Care
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ADMINISTRATION MANAGEMENT LEADERSHIP
MAIN CONDERN FOLLOW PROCEDURES GET RESULTS EXCEL
EMPHASIS ON
_________________
FOCUS ON
CONFORMITY
_____________________
STATUS QUO
INTERACTON
_________________
STABILITY
CREATITY
___________________
TREND SETTING
NORM QUANTITY QUALITY PUSHING BENCHMARKS
ASSESSMENT CRITERIA
EFFICIENCY EFFECTIVENCESS BOUNDARY MANAGEMENT
DRIVEN BY PAST (TRADTION, PRECEDENCE0
PRESENT (COMPETITION)
FUTURE )VISION)
APPROCH TACTICS STRATEGY VISION
STRUCTURE HIERARCHY/PROTOCOL MATRIX NETWORK
RESPONSE MODE REACTIVE PROCTIVE PROCTIVE(MAKES OTHERS PLAY YOURGAME)
MANAGING BY DEVELOPING PROCEDURE BUILDING SYSTEMS BUILDING CULTURE
HRD APPROACH SUPERVISION COACHING MENTORING
DOMINANT NEED CONTROL-DEPENDENCY ACHIEVEMENT POWER
POWER-EXTENSION
CONCEPT OF POWER LIMITED/UNSHARALE SHARABLE MULTIPLYING
SOURCE OF POWER STATUS/AUTHORITY COMPELENCE EMPOWEMENT
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LETS CONCLUDE
• WHAT KEY MESSAGES I IMBIBE FROM TODAY’S DISCUSSION
• DO WE NEED TO CHANGE?
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AT WHAT LEVEL IS THE CHANGE REQUIRED
• 1.
• 2.
• 3.