supporting pharmacy practice
The articles in this series are independently researched and compiled by PSA commissioned authors and peer reviewed.
Strategic conflict management –
Stopping the conflict spiral
Continuing Professional Development
By Nikki Di Costa
Learning objectives
After reading this article you should
be able to:
• Understand basic concepts of
conflict and identify sources of
conflict in the workplace.
• Describe the five main strategies
in managing conflict.
• Develop skills in identifying
appropriate conflict management
strategies to suit various
situations.
• Apply techniques and strategies
in managing conflict to bring
about positive quality outcomes.
Competency standards (2010)
addressed:
2.2.1, 2.2.2, 2.4.1, 2.4.2, 2.4.3
Accreditation number:
CAP110101b
Case study – Connie’s
conflict spiral
Vol. 30 – January #01
Connie’s day is again spiralling out of
control. She has spent all her time
‘fighting fires’ trying to resolve arising
conflicts: placating pharmacy staff
going on about who will serve at the
front counter, getting angry at a staff
member who asked at the last minute
for a week off, having staff wanting
her to listen and resolve their trivial
workplace politics, disagreements
with senior staff members on
potential new product ranges and
finally a heated conversation with
her business partner about a lease
negotiation with the shopping
centre management.
Nikki Di Costa is a pharmacist and lecturer
at the School of Pharmacy, Curtin University
of Technology. She also has a Masters
in Business and Administration. Her
interests lie in pharmacy management, and
organisational behaviour in a healthcare and
workplace setting.
42
studies have found that managers
estimate spending 25% of their time
resolving workplace conflicts.1 Other
studies suggest that more than 33%
of employees find that conflicts with
colleagues reduce their commitment
to their employer and 22% find such
conflicts reduce their productivity.1
Conflict in the workplace
It’s just another day as a
pharmacy manager really!
Conflict is defined as a ‘process that
begins when one party perceives
that another party has negatively
affected something that the first
party cares about.’2 It is ever present
in our work lives and can be very
destructive, threatening business
partnerships, team relationships and
interpersonal connections.3 It may
trigger inappropriate behaviours, lower
morale and hinder productivity.4
Whether you are working as a
manager/supervisor, a senior
pharmacist or a dispensing
pharmacist, I am sure you can
sympathise with Connie. In fact,
Whilst we cannot avoid it or erase it
from our lives, we do have a choice
in how we experience conflict.3,5
Managed well, conflict can be positive
and, in fact, is essential in achieving
Submit your answers online at www.psa.org.au and receive automatic feedback
Sources of conflict
Personal conflict
Personal or internal conflict occurs
as a result of negative self talk or an
inner self critic.6 Negative self talk can
involve faulty thinking, exaggeration,
negative internal thoughts or can be
triggered by withholds.6 Withholds
are negative feelings one has towards
people or situations that inhibit free
expression.6 Often personal conflict is
trigger by other external conflicts.6
Personal attributes
Personality traits and personal values
can be a source of interpersonal
conflict. Personality traits can often
prove annoying and frustrating.4
An employee who is super agreeable
can be frustrating to others who
view them as indecisive and lacking
conviction. Alternatively, often one
doesn’t like in others what they don’t
like in themselves.4 The clash between
people with similar personalities is
well documented.
Conflict management
strategies
Identifying the true source of a
conflict is imperative as it allows the
conflict to be mapped out. What is
the root cause? Who is involved?
What are the needs and wants of each
party and what is fueling the conflict?
Answering these questions allows
the application of appropriate conflict
management strategies.3,7
Whilst there is no rigid ruling about
how to best deal with conflict,
common themes include avoiding
it, giving into it, engaging in it or
compromising.3 Whilst not always
demonstrated, best practice is to
use conflict to collaborate and learn
more about what is not working, and
subsequently amend and improve
workplace systems and policies to
prevent future conflict.3
These five conflict management
strategies can be demonstrated
graphically (see Figure 1) as
various mixes of assertiveness/
unassertiveness and cooperative/
uncooperative behaviour.7,8 One’s level
of assertiveness when engaged in a
conflict is defined by their desire to
satisfy their concerns/needs, whilst
one’s level of cooperation is defined
by their desire to satisfy the concerns/
needs of others.7,8
In real life people tend to
predominantly use one or two
of the above five strategies over
the others.9 However, skilled
managers are able to dissect conflict
situations and subsequently choose
to use an appropriate conflict
management strategy.9
In investigating your predominant
conflict management style and your
ability to apply relevant strategies,
the Thomas-Kilmann Conflict Mode
Questionnaire is a great resource.
The questionnaire and detailed
interpretations can be found at:
www.shropshirevts.com/docs/
thomaskilmanconflictinstrumentq.pdf10
Applying conflict
management strategies
In facilitating the development and
subsequent application of skills in
these five conflict management
strategies, each strategy and
situations appropriate in which to use
them will be explained.
Continuing Professional Development
Workplace conflict can stem from
internal perceptions, personal
attributes, work role issues or system
and organisational issues.
inconsistent, missing or too forceful
are major causes of conflict.4 Differing
goals between management and
employees, along with inadequate
resources and fiscal pressures,
increase stress and result in conflict.2,4
Logistics, organisational change and
restructuring are other organisational
issues that contribute to conflict.2
Figure 1. Conflict management strategies
High
team and workplace effectiveness.5
Despite the misconception that
conflict is inherently negative and an
indicator of dysfunction it can be a
great source of creativity, excitement
and strength within a team.1,4 Conflict
helps to surface and subsequently
address problems and helps people
learn how to recognise and benefit
from interpersonal differences.4
Competing
Collaborating
win–lose
win–win
Work role issues that contribute to
conflict include work overload or
underload, conflicting demands in
the workplace, responsibility without
control, situations where employees
feel like they are always the loser in
workplace negotiations, and dead
end jobs.2,4
Assertiveness
Work role issues
Often workplace structures and
operational systems are a source
of conflict. Poor communication
and workplaces where leadership is
Low
lose–lose
Avoiding
Accommodating
lose–lose
lose–win
Co-operation
High
Source: Adapted from Eunson B. 2007 Conflict Management. Milton, QLD: John Wiley & Sons.
43
Vol. 30 – January #01
System and
organisational issues
Compromising
supporting pharmacy practice
Continuing Professional Development
The articles in this series are independently researched and compiled by PSA commissioned authors and peer reviewed.
Avoiding conflict
Collaborating
Avoiding conflict involves withdrawing
from and refusing to address the
conflict or pretending it doesn’t
exist.4,7–9 Avoiding, as a strategy of
managing conflict, involves a low level
of both assertiveness and cooperation,
creates a lose–lose situation7,8 and
tends to worsen the conflict over
time.4 Avoiding conflict is ineffective
should quality improvements be a
priority, although it can be useful
in some circumstances.5 Avoiding
conflict may be useful in issues that
are trivial or unimportant, where
potential disruption outweighs the
benefits of resolution or where people
need to cool down first.7,8
Collaborating involves a high level of
both assertiveness and cooperation
and creates win–win situations.7,8
It involves working with others to
find a solution which satisfies both
parties.4,7–9 It is useful when the
goal is to cultivate ownership and
commitment,4 where an integrative
solution must be found because both
sets of concerns are too important
to compromise or when different
perspectives should be merged.7,8
Competing to resolve conflict
Competing to resolve conflict involves
a high level of assertiveness and a
low level of cooperation and creates a
win–lose situation.7,8 It involves using
power, authority and demands to win
over positions and may be useful
when quick decisive action is vital
or unpopular decisions on important
issues are necessary.4,8,7
Accommodating
Accommodating in conflicts involves
a low level of assertiveness and a
high level of cooperation and creates
a lose–win situation.7,8 It involves
neglecting one’s own concerns to
satisfy others.4,7–9 It should be used
sparingly and infrequently as it tends
to worsen conflicts over time and
often triggers internal conflict.4,9
Accommodating during conflict may
be useful in situations where one
is wrong, one wishes to learn, one
needs to show reasonableness or in
the event that consequences are more
important to one party than they are
to the other.7,8
Vol. 30 – January #01
Compromising
Compromising to resolve conflicts
involves a medium level of both
assertiveness and cooperation and
creates a lose–lose situation.7,8 It
involves making concessions to find
mutually acceptable solutions.4,7–9
Compromising may be useful where
goals are important but not worth
potential disruption, opponents
with equal power are committed to
mutually exclusive goals or where
time pressures are a factor.7,8
44
Stopping the spiral –
Matching strategies to
situations
In deciding which strategy to use one
must consider the following variables:
• time pressures
• issue importance
• relationship importance
• relative power (how much power
one has in comparison to that of the
other party).9
Whilst collaborating is the most
effective of the five strategies, many
situations call for one of the other four
conflict management strategies.9
If time is available and the issue is
important, collaboration is always
the best approach. For Connie,
collaborating with her business
partner and centre management
over lease agreements will be
essential. Connie realises that whilst
collaborating will take time and effort,
the relationships and issues involved
are too important to jeopardise.7–9
Whilst collaborating would be ideal
in all of Connie’s conflicts, some
of her situations are either urgent
or too trivial to justify the time it
takes to collaborate.
Where time is precious and if one
has enough power, a competing
approach may be useful.9 For Connie
this approach will prove appropriate
and sufficient in dealing with her
staff arguing over who will serve at
the front counter. The patient has
collected his medication and needs
to be served – by whom doesn’t
matter – it just needs to happen now!
Whilst one needs to consider that a
forceful approach may compromise
relations with the other party,9 as
long as Connie is polite her staff
should understand her position and
her commands.
When dealing with moderately
important issues, compromising
may be useful should one want to
avoid potential disruption and where
mutually exclusive goals exist.7,8
Connie may compromise with her
senior staff member over ordering
a new vitamin range. She will agree
to introduce the new range if the
senior staff member will work extra
time over the next month to help
promote the benefits of the product
to patients. Whilst this strategy leaves
neither party totally satisfied as they
have compromised their position,9 it is
appropriate in this situation.
Where a relationship is important and
an issue needs to be resolved quickly,
accommodating may be useful.9
Connie’s most loyal staff member
would like to take next week off as
her elderly mother has fallen gravely
ill. Connie needs to show she is
reasonable,7,8 and whilst feeling like
her position has been compromised
(which may lead to further conflict9),
she will overcome this.
Avoidance is generally an ineffective
strategy as it may worsen conflict.9
In Connie’s case though, it is a useful
strategy short term in dealing with
trivial workplace politics. One staff
member is complaining today about
another’s bad mood. Connie realises
that these vindictive complaints will
resolve themselves and giving them
attention will give them ‘a voice’. She
is best to ignore this one.
Practical application –
A step-by-step guide
Armed with new knowledge, a stepby-step process in developing superior
conflict management skills may be as
follows:
• Assess your predominant conflict
management strategy using the
Thomas-Kilmann Conflict Mode
Questionnaire. This will develop
an awareness of your preferred or
‘default’ style.
• Reflect on conflicts you have
experienced. What has been
done well? What could have been
improved? Are there common
themes or circumstances that
trigger conflict situations?
Submit your answers online at www.psa.org.au and receive automatic feedback
• Assess each past conflict and
decide whether the conflict
management strategy used was
appropriate. Which strategy would
be best to use?
• Set some goals surrounding areas
in which improvements could
be made.
References
1. Guttman HM. Conflict management as a core
competency for HR professionals. People and Strategy.
2009; 21(1):32–9.
2. Robbins SP, Millett B, Cacioppe R, et al. Organisational
Behaviour. 3rd ed. Sydney: Prentice Hall; 2001.
3. Cloke K, Goldsmith J. Conflict resolution that reaps
great rewards. Journal for Quality and Participation.
2000; 23(3):27–30.
4. McNamara C. Basics of Conflict Management.
Free Management Library. [Online. Updated 2010].
At: http://managementhelp.org/intrpsnl/basics.htm
5. Tjosvold D. The conflict-positive organisation: it
depends on us. Journal of Organizational Behavior.
2008; 29:19–28.
6. Braiker HB. The power of self talk. Psychology Today.
1989; 23(12):23–27.
Questions 1. As a strategy of conflict
management, compromising:
a) may be appropriate where time
pressures are present.
b) involves a medium level of
assertion and a high level of
cooperation.
c) creates a ’win–lose’ situation.
d) should be used in conjunction with
other strategies.
2. Sources of conflict
management may include:
a)
b)
c)
d)
internal perceptions.
personality traits.
not having enough to do.
all of the above.
7. Carlopio J, Andrewartha G, Armstrong H. Developing
Management Skills: A Comprehensive Guide for
Leaders. Sydney: Pearson Education Australia; 2005.
8. Eunson B. Conflict Management. Milton QLD: John
Wiley; 2007.
9. Williams S. Conflict Management – Style and Strategy.
Dayton Ohio: Wright State University; 2010. At: www.
wright.edu/~scott.williams/LeaderLetter/conflict.
htm#Conflict%20Management%20Strategies
10. The Thomas-Kilmann Conflict Mode Questionnaire.
2010. At: www.shropshirevts.com/docs/
thomaskilmanconflictinstrumentq.pdf
11.Flanagan N, Finger J. The Management Bible. Toowong
QLD: Plum Press; 2003.
A score of 3 out of 4 attracts 0.75 CPD credits.
3. In relation to conflict, which
one of the following is
not true?
a) Conflict is a process that begins
when one party perceives that
another party has positively
affected something that the first
party cares about.
b) Is present in our everyday lives
and is always destructive.
c) It may trigger inappropriate
behaviours and lower morale,
however it doesn’t impact
productivity.
d) All of the above.
4. As a strategy of conflict
management, which one
of the following is not true
about collaborating?
a) It is the most effective of the five
strategies, however takes time
and effort.
b) It involves a strong desire to
satisfy both parties’ needs.
c) It is useful where an integrative
solution must be found as one
party’s concerns are too important
to compromise.
d) It involves creating a solution
which satisfies both parties.
Continuing Professional Development
In addition to engaging in appropriate
conflict management strategies,
it is imperative to keep in mind
communication basics. Supportive
communication, assertive
communication and active listening
are important to consider.2,7,11 These
and other skills in communication
have been discussed in earlier issues
of Australian Pharmacist (see A Case
of ‘Fawlty’ Communication, January
2010, and Hurdles with Health
Professionals – Communicating and
Negotiating in a Health Care Setting,
February 2010). Revisiting these
issues will provide a complementary
skill set to assist in implementing
conflict management strategies.
Finally, it should be remembered
that developing skills in conflict
management, like any management
skill, takes time, commitment
and practice. However, when
studies show us that managers
are spending 25% of their time
managing conflict,1 the relevance
and importance of developing such
skills is unquestionable.
Vol. 30 – January #01
45