Conflict ManagementWhat is Conflict?Levels of conflictSources of conflictDealing with conflictIs conflict good or bad?Organizational Power and PoliticsPolitics in HCOsPower and Politics: Good or Bad?Model of Political BehaviorPolitical behaviorSources of PowerTactics for increasing powerConflict Management Conflict Management What is Conflict? What is Conflict? Sources of conflict Sources of conflict Dealing with conflict Dealing with conflict Is conflict good or bad? Is conflict good or bad?What is Conflict?What is Conflict?Levels of conflictLevels of conflictIntrapersonalIntrapersonalInterpersonal Interpersonal •IntragroupIntragroup•IntergroupIntergroupSources of conflictSources of conflictStrategic changes or structural Strategic changes or structural changeschangesInterdepartmental coordinationInterdepartmental coordinationResource allocation/budgetingResource allocation/budgetingPower and status differencesPower and status differencesPersonality clashesPersonality clashesDealing with conflictDealing with conflictThe Dual Concern ModelThe Dual Concern Model•A two dimensional model of conflict A two dimensional model of conflict management techniquesmanagement techniques•Five conflict management strategies: Five conflict management strategies: competing (pressing), avoidance, competing (pressing), avoidance, accommodating, compromising and accommodating, compromising and collaborating. collaborating. •Negotiating: both compromise and Negotiating: both compromise and collaborating.collaborating.Is conflict good or bad?Is conflict good or bad?Organizational Power and Organizational Power and Politics Politics Power and Politics: Good or Bad? Power and Politics: Good or Bad? Model of Political Behavior Model of Political Behavior Sources of Power Sources of Power Tactics for increasing power Tactics for increasing powerPolitics in HCOsPolitics in HCOsHCOs have multiple and often HCOs have multiple and often conflicting goals: high quality, conflicting goals: high quality, access to care, and financial access to care, and financial viability. viability. Workforce specialization further Workforce specialization further complicates matters.complicates matters.Power and Politics: Good Power and Politics: Good or Bad?or Bad?PowerPower•Ability of one person or department in an Ability of one person or department in an organization to organization to influenceinfluence other people to other people to bring about desired outcomes.bring about desired outcomes.Organizational politicsOrganizational politics•Activities to Activities to acquire, develop, and use poweracquire, develop, and use power and other resources to obtain and other resources to obtain one’s preferred one’s preferred outcomesoutcomes when there is when there is uncertainty or uncertainty or disagreementdisagreement about choices. about choices. •Power in action.Power in action.Model of Political BehaviorModel of Political BehaviorUncertainty and disagreement -> Conflict -> Uncertainty and disagreement -> Conflict -> Political behavior -> Consensus or conflict Political behavior -> Consensus or conflict resolution. resolution. Politics is the Politics is the meanmeans to resolve conflict, or achieve s to resolve conflict, or achieve consensus. Conflict resolution is important to consensus. Conflict resolution is important to achieve organizational goals. achieve organizational goals. It can be self-servingIt can be self-serving or or a natural process for a natural process for resolving differences among organization interest resolving differences among organization interest groups.groups.Managers must learn to balance the forces of Managers must learn to balance the forces of power and politics (a power broker).power and politics (a power broker).Political behaviorPolitical behaviorResults from situations of Results from situations of uncertainty or disagreementuncertainty or disagreement•Strategic and structural change.Strategic and structural change.•Interdepartmental coordination.Interdepartmental coordination.•Resource allocation- budgeting.Resource allocation- budgeting.Sources of PowerSources of PowerFormal authority systemFormal authority system•Organization hierarchy (vertical power). Organization hierarchy (vertical power). –Legitimate power (based on the position). Legitimate power (based on the position). –Complemented with reward, coercive, and expert Complemented with reward, coercive, and expert powers. powers. DependencyDependency•A function of how much others need what we A function of how much others need what we control, and how many alternative sources for that control, and how many alternative sources for that there exist.there exist.•Access to resources- control of critical resource. Access to resources- control of critical resource. •Access to informationAccess to informationTactics for increasing Tactics for increasing power power Power: accrues to you as an Power: accrues to you as an individual or department.individual or department.•NetworkingNetworking•Coopt key dissentersCoopt key dissenters•Create dependencies.Create dependencies.•Provide resources.Provide