DNP 835-Discussion 3: Conflict management

ORDER NOW FOR AN ORIGINAL PAPER!!!DNP 835-Discussion 3: Conflict management

Conflict management describes the capacity to identify and handle conflict in a sensible, effective and efficient way. Conflicts can occur between individuals, groups or on organization levels. The ability to handle conflicts is critical in enhancing understanding and well-being between differing parties. Disagreements tend to happen in different settings including the healthcare sector. Apt management of the disputes is integral in provision of proper services. The incidence of conflicts and subsequent resolution emphasizes the role of leadership (Folger, Poole & Stutman, 2017).

Theories of Change

Change is an essential part of healthcare especially in face of conflicts. Change theories define the actions and processes that are linked to alleviation of conflict. The theories are frameworks and methods that aid the realization of dispute-free situations in healthcare. These aspects involve a series of events that enable achievement of a desirable outcome. There are different change theories that are applied in the health sector. The main theories co mprise Spradley’s change theory, Lewin’s change theory and Rogers’ change theory. Other theories include Havelock’s, Lippitt’s and Reddin’s theories (Tappen, 2016). Discussion 3: Conflict management

Kurt Lewin developed the Lewin’s change theory which features three stages. These stages are unfre ezing, changing and refreezing. The theory is widely applied in medical settings. It is established on driving and resistant forces. The change agent is the driving force while employees are the resistant forces. The process involves the creation of the mindset for change and then taking the necessary steps to implement the desired change (Udod & Wagner, 2019).

Spradley’s change theory involves a process of eight steps developed from Lewin’s theory. It puts emphasis on continuously monitoring the change process to ascertain a specific project successfully goes to completion. The first step is recognition of problem followed by diagnosis and assessment of alternative solutions. The next steps entail selection of change planning and implementation. The process rounds out with evaluation of the change and stabilizing of the outcomes (Udod & Wagner, 2019).

Rogers’ theory also has origins in the Lewin’s theory. Rogers modified the theory into a five-step process. The steps include awareness, interest, evaluation, implementation and adoption. The theory is mainly applicable in long-term initiatives. It draws success from the influence of colleagues in that the individuals who embrace the change earlier influence the adoption by other persons in later stages.

Conflict Theories

Conflict theories categorize the nature of disagreements taking place within an organization. The process of change is responsible for development of some of the conflicts. There is the organizational conflict theory which revolves around the relationships in the workplace. Disputes may occur due to interpersonal differences between workers in an institution. Issues may result from personal aspects or factors to do with personality differences. Conflicts can also come up between facets of an organization or between different organizations. Some of the disputes result in healthy competition between involved parties while in other cases the conflicts negate the proper functioning of organizations (Wehr, 2019).

Social conflict theory covers issues that arise between people. The disputes may occur as a result of individual interests between parties. It is a common aspect of living that persons will act in their best interest and this contributes to conflicts. Social conflict theory takes place when the desires of one party interfere with the desires of the counterpart. In most cases, the people involved have desire to get same thing. The situation is mainly observed when considering social classes. There are those who have the advantage and get to control much of the available resources or positions while the other group strives to attain the same position. Inequality underscores the essence of social conflict theory (Wehr, 2019; Udod & Wagner, 2019).

Leader as Change Agent

The role of the leaders as change agent is divers and comprehensive. The role is vital in successful change implementation but it also comes with challenges. Effective change takes place with proper leadership in place. The core responsibilities of the leader are to be able to make the change and enable others to follow suit. The leadership should incorporate guidance to establish the appropriate behavior to meet the requisite standards of performance by staff. Feedback is vital in setting the precedent for change implementation (Udod & Wagner, 2019).

The change agent is responsible for facilitation of the change process. The leadership provides encouragement to workers to increase teamwork and collaboration. The point of collaboration is to enhance shared decision making thus promoting collective contribution from staff. The workers are able to build on their innovative thinking and devise suitable solutions to problems. The leader provides inspiration through showing confidence in the staff and giving them props as important contributors to the process of change. A good leader and change agent develops partnership with employees. Adequate communication forms the basis of this partnership. Effective communication on the change should go both ways to ensure realization of the changes (Udod & Wagner, 2019).

Conclusion

Conflicts are a normal part of life. In healthcare disagreements can occur between colleagues, departments or whole organizations. There are several theories that define the conflicts and explain the nature of change that is put in place in light of these disputes. Capable leaders have the means of handling conflict through prompt identification and response to conflicts in the healthcare environment. Such leaders incorporate all stakeholders affected by change process and take the necessary actions to make sure there is successful implementation. Effective leadership goes hand in hand with capacity to handle conflicts. Leaders act as change agents through providing guidance facilitation and inspiration to staff. Discussion 3: Conflict management

References

Folger, J., Poole, M. S., & Stutman, R. K. (2017). Working through conflict: Strategies

for relationships, groups, and organizations. Routledge.

Tappen, R. M. (2016). Advanced nursing research: From theory to practice. Jones &

Bartlett Publishers.

Wehr, P. (2019). Conflict regulation. Routledge.

Udod S. & Wagner J. (2019). Common change theories and application to different

nursing situations. Retrieved from https://leadershipandinfluencingchangeinnursing.pressbooks.com/chapter/chapter-9-common-change-theories-and-application-to-different-nursing-situations/