Academic literature on the topic 'Conflict, conflict management, conflict management styles and strategies, effective communication skills'
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Journal articles on the topic "Conflict, conflict management, conflict management styles and strategies, effective communication skills"
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PAPOUTSI, VASILIKI. "STRATEGIES OF THE EFFECTIVE CONFLICT MANAGEMENT IN THE EDUCATIONAL ENVIRONMENT." Scientific Issues of Ternopil Volodymyr Hnatiuk National Pedagogical University. Series: pedagogy, no. 2 (April 6, 2021): 204–12. http://dx.doi.org/10.25128/2415-3605.20.27.
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The problem of communication among the participants of the educational environment occupies one of the leading places in modern pedagogical science. A natural possibility in an educational organization is the existence of conflict. This article presents the essential role of effective communication in the proper management of conflict within the school environment. It has been proved that dealing with conflicts in educational organizations executives tend to apply different styles of administrative behavior. These mainly include the integration of objectives, concession, enforcement, avoidance and compromise. The choice of conflict management-settlement style depends on organizational communication, the interdependence of individual objectives and the ability of individuals and groups to work together. The article analyses the specific type of communication the educational managers must rely on in order to achieve the collection of information, rational decision making and even the control of the expected results. Organizational communication is an important tool of effective management as executives manage to persuade, motivate and do what their subordinates want. It has been grounded that the crucial factor in effective conflict management through organizational communication is decision making. The article highlights the fact that the value of a conflict is assessed as favorable or not, depending on the participants in the conflict, the means used and the subjective criteria of the participants. The positive causes or constructive actions for the rational management of the conflict phenomenon must arise as a result of the dialectical way of dealing with disagreements, crises and conflicts. Their effective resolution is a positive potential for experience, as it provides an opportunity for stakeholders to get to know the problem, plan and implement positive changes in challenge outdated ways of thinking and develop new ways of working effectively together.
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Hartman, Jackie L., and Jim McCambridge. "Optimizing Millennials’ Communication Styles." Business Communication Quarterly 74, no. 1 (February 23, 2011): 22–44. http://dx.doi.org/10.1177/1080569910395564.
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Millennials, those individuals born between 1980 and 2000, compose the largest cohort of college students in the United States. Stereotypical views of millennials characterize them as technologically sophisticated multitaskers, capable of significant contributions to tomorrow’s organizations, yet deficient in communication skills. This article offers insights for business educators to help millennials understand the influence of communication styles when optimizing communication effectiveness. Developing style-typing and style-flexing skills can serve as building blocks for millennials’ subsequent interpersonal skill development in key areas such as audience analysis, active listening, conflict management and negotiation, and effective team building. An in-class exercise highlighting communication style-typing and style-flexing is included.
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Mishra, Alka. "Effective Communication and Conflict Management Workshop for Nursing Interns: Experience at a Tertiary Care Hospital of Delhi, India." International Journal of Healthcare Education & Medical Informatics 07, no. 3&4 (March 6, 2021): 6–10. http://dx.doi.org/10.24321/2455.9199.202006.
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Introduction: Communication is an important skill required in health care settings to deal with many problems including conflict management. Nurse serves patients in challenging environment with limited infrastructure, overcrowded wards and OPD, which poses the challenge of conflict and its management. Method: Two workshops on the topic of communication and conflict management for nursing interns were conducted, these included various methods of teaching such as lecture and role-plays and interactive activities based on real-life situations. Data were collected on a pretested feedback forms and responses were obtained on 5-point Likert scale and also by open-ended questions. Result: Majority of the nurse interns strongly agreed/ agreed that the topics were appropriate, increased their knowledge and they would recommend the workshop to their peers in future. They had learnt how to overcome barriers (93.61%), professional communication (87.23%), and good communication skills (72.34%). Other take home messages, were, be a good listener, simple and precise message and empathy. They had also learnt various styles to solve conflict (95.48%). Conclusion: Student nurses were keen to learn about the effective communication and conflict management and were willing to implement learning at workplace.
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Beitler, Lena Aline, Sabine Machowski, Sheena Johnson, and Dieter Zapf. "Conflict management and age in service professions." International Journal of Conflict Management 27, no. 3 (July 11, 2016): 302–30. http://dx.doi.org/10.1108/ijcma-10-2015-0070.
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Purpose The purpose of this paper was to examine age differences in conflict management strategy use, effectiveness and in exposure to customer stressors in service interactions. Design/methodology/approach Moderated regression and mediation analyses were conducted to test hypotheses in a sample of 444 German service employees from different service branches with frequent customer contact. Findings Results revealed that older service employees experienced fewer customer stressors. Customer stressors mediated the negative relationship between age and burnout. Age was associated with use of passive avoidant (avoiding) and active constructive (problem solving) conflict management strategies. Furthermore, older employees used those strategies more effectively. Especially when avoiding conflicts, older employees reported more professional efficacy than younger colleagues. In contrast, younger employees benefited considerably less from strategy use and reported higher levels of burnout in general. Thus, results suggest older employees’ effective conflict management and their positive perception of customer stressors contribute to lower levels of burnout. Practical implications Results speak against a general deficit model for older workers as they show specific strengths of older employees in social conflicts. Their expertise in dealing with negative social interactions represents an important resource for organizations and training interventions, such as mentoring programs. Originality/value This study is one of the first to examine age-related conflict management skills with regard to customer conflicts, employee health and effectiveness of strategy use. It replicates existing findings on age and conflict management and extends them in several ways thereby ruling out alternative explanations for age effects.
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Georgiev, Nikola. "COMMUNICABLE COMPETENCE AND MANAGEMENT OF CONFLICTS IN THE HEALTH MANAGER'S ACTIVITY." Knowledge International Journal 28, no. 1 (December 10, 2018): 291–96. http://dx.doi.org/10.35120/kij2801291g.
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Every organization in which people interact has potential for conflict. Health institutions include many interacting groups and teams that can be a source of conflict. In most cases the root of all problems lie in a broken or bad communication. A classic option for a conflict situation is the lack of feedback between the superiors /managers/ and the inferiors /executives/. When there is no dialogue between the levels in the hierarchy, solving even a minor conflict is really a difficult task. There are still not many health organizations in our country where there is an awareness of the enormous role of the proper implementation of the internal communications in order to achieve efficiency. The failure of a constructive tackling of conflicts destroys relationships rather more than their existence. This fact shows the need for preventive measures and clever conflict management. Own studies among 313 healthcare managers and 1171 health professionals from the hospital care in Bulgaria indicate the needful behavioral competencies necessary for the effective implementation of the managerial functions at operational and team level in healthcare practice.Methods used: documentary method - national and European documents have been studied; survey method - direct survey; semi-structured interview; statistical methods. The results show that on the first place, among the leadership skills, respondents put communicative skills, followed by skills to plan, set targets and set up a team. Leadership in the work of the health manager is a responsibility that involves developing and directing the full potential of people, teams and organizations. An important part of this process is the ability to resolve conflicts. The management style of the manager determines to a great extent how the problems will be solved (or deepened). Their timely and effective resolution is essential for improving the microclimate in the health care facility and achieving higher results. Conflict behavior is а result of the personal attitude and the requirements of the situation. Styles are a reflection of personal beliefs, values, and motives that form conflict behavior in a certain, sequential direction.An effective health manager is able to use varied approaches according to differences and to choose a specific approach based on the diagnostic self-knowledge and understanding of the factors he faces. The successful conflict management techniques are based on the importance of communication, persistent dialogue, disciplinary measures and control. There is no doubt that the success of the health manager and the medical establishment depends on such personal qualities as: communication skills, motivation, personal responsibility, leadership, trusting relationships. The more effective internal communications, the more successful the organization itself is. An effective approach to reducing conflicts in the organization - both interpersonal and intergroup – is the building of a unique culture at the healthcare institution that facilitates the development of naturally occurring processes and affirms the ethical side of behavior and communication.
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Holmes, Janet, and Meredith Marra. "Leadership and managing conflict in meetings." Pragmatics. Quarterly Publication of the International Pragmatics Association (IPrA) 14, no. 4 (December 1, 2004): 439–62. http://dx.doi.org/10.1075/prag.14.4.02hol.
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There is extensive literature describing the characteristics of a good leader in the area of organisational communication and business management. However, the research tends to be based on secondary, survey or reported data, typically interviews and questionnaires. Moreover, the predominant image of a “good” leader tends to be a charismatic, inspirational, decisive, authoritative, ‘hero’. The Language in the Workplace database provides a large corpus of authentic spoken interaction which allows examination of how effective leaders behave in a wide range of face-to-face interactions at work, and identifies a diverse range of leadership styles. The analysis reveals that effective leaders select from a range of strategies available to challenge, contest or disagree with others, paying careful attention to complex contextual factors, including the type of interaction, the kind of community of practice or workplace culture in which they are operating, and the relative seriousness of the issue involved. The analysis identifies four distinct strategies which leaders use to deal with potential conflict. These strategies lie along a continuum from least to most confrontational: Conflict avoidance; diversion; resolution through negotiation; and resolution by authority. The findings suggest that good leaders “manage” conflict: i.e. they choose strategies which address both their transactional and relational goals in order to achieve a desirable outcome.
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Alazemi, Mohammed, and AKM Mohiuddin. "Construction Project in Kuwait International Airport Cargo City: Issue of Conflict Management." International Journal of Engineering Materials and Manufacture 4, no. 2 (June 15, 2019): 59–65. http://dx.doi.org/10.26776/ijemm.04.02.2019.03.
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Conflict in construction projects seems to be the reasons of high project cost, project delays, lower productivity, loss of profit, damage business relationships and dispute on the team. Effective functioning requires commitment of at least several key personnel to get the venture runs effectively even with the presence of distinctive intrigue. When individuals of fluctuating foundation meet-up on a task group, strife is unquestionably present there. As the individuals inside the venture alliance are interrelated, intrigue impacts and clashes are not uncommon within their activities. This study therefore sought to discover the causes of these conflicts in the construction sector and the manner by which these conflicts can be effectively resolved. Here a quantitative survey-type study has been carried out on construction project in Kuwait international airport for conflict management. One hundred eighty eight questionnaires have been distributed, fourteen of them have been lost and eleven of them have not been answered. The responses of 163 participants have been analyzed with the Statistical Package for Social Scientists (SPSS). This study showed that the general causes of conflict are predominantly create conflicts. Inadequate communication and contradicting instructions according to the results are the leading causes of conflict. The effects of conflict on project mainly include project delays, ineffective construction and reduced productivity, etc. The findings revealed that participants in the study prefer the role of collaborating and compromising styles in solving conflict of on-site construction. Every project starts and ends with communication, so communication is the life wire of all construction projects. To cure the communication problem, the study suggests strategies like Team Meeting Discussions, Site Review Meetings, and Project Status Reporting platform to manage the conflict and reduce the dispute of construction projects.
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Cheruvelil, Kendra Spence, Angela De Palma-Dow, and Karl A. Smith. "Strategies to Promote Effective Student Research Teams in Undergraduate Biology Labs." American Biology Teacher 82, no. 1 (January 1, 2020): 18–27. http://dx.doi.org/10.1525/abt.2020.82.1.18.
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Biology labs often make use of student teams. However, some students resist working in teams, often based on poor experiences. Although instructors sometimes struggle with student teams, effective teams in biology labs are achievable. We increased student learning and satisfaction when working in research teams by (1) including in the syllabus a teamwork learning objective “to practice effective teamwork and team management, including modeling behaviors of inclusion and ethics, and using leadership skills to foster problem solving, team communication, conflict management, consensus building, and idea generation”; and (2) designing and implementing exercises that teach students the value of working in a team and how to be part of an effective student team (e.g., developing shared expectations, creating norms of behavior and team culture, and building awareness of the importance of team conflict and likely student responses to such conflict). We also used individual and team reflections on team functioning, following formal online team assessment. This article presents details about our curricular innovations as well as pretest and posttest data demonstrating student attitudes and beliefs regarding teamwork. We experienced improved student satisfaction and success in introductory biology lab courses, as well as reduced instructor guesswork and stress regarding student teams.
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Almghairbi, Dalal Salem, Takawira C. Marufu, and Iain K. Moppett. "Conflict resolution in anaesthesia: systematic review." BMJ Simulation and Technology Enhanced Learning 5, no. 1 (July 21, 2018): 1–7. http://dx.doi.org/10.1136/bmjstel-2017-000264.
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BackgroundConflict is a significant and recurrent problem in most modern healthcare systems. Given its ubiquity, effective techniques to manage or resolve conflict safely are required.ObjectiveThis review focuses on conflict resolution interventions for improvement of patient safety through understanding and applying/teaching conflict resolution skills that critically depend on communication and improvement of staff members’ ability to voice their concerns.MethodsWe used the Population-Intervention-Comparator-Outcome model to outline our methodology. Relevant English language sources for both published and unpublished papers up to February 2018 were sourced across five electronic databases: the Cochrane Library, EMBASE, MEDLINE, SCOPUS and Web of Science.ResultsAfter removal of duplicates, 1485 studies were screened. Six articles met the inclusion criteria with a total sample size of 286 healthcare worker participants. Three training programmes were identified among the included studies: (A) crisis resource management training; (B) the Team Strategies and Tools to Enhance Performance and Patient Safety (TeamSTEPPS) training; and (C) the two-challenge rule (a component of TeamSTEPPS), and two studies manipulating wider team behaviours. Outcomes reported included participant reaction and observer rating of conflict resolution, speaking up or advocacy-inquiry behaviours. Study results were inconsistent in showing benefits of interventions.ConclusionThe evidence for training to improve conflict resolution in the clinical environment is sparse. Novel methods that seek to influence wider team behaviours may complement traditional interventions directed at individuals.
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Tumilty, Emma, Celia Chao, Judith F. Aronson, and Mark R. Hellmich. "3302 Student Leadership Training effects on team dynamics and collaborative work in high-pressure, interprofessional team environments." Journal of Clinical and Translational Science 3, s1 (March 2019): 74. http://dx.doi.org/10.1017/cts.2019.175.
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OBJECTIVES/SPECIFIC AIMS: We aimed to explore the impact of leadership training on student’s abilities to work in interprofessional research teams successfully. The Translational Research Design and Interprofessional Skills Development Course (shortened, Interprofessional Research Design) brings together students from different disciplines (science & medicine) and education tracks (PhD, MD, MD/PhD training) in a seven-week course to learn interprofessional collaborative skills and leadership styles that support success in translational research environments, while undertaking a research grant writing project. Part of the course involves a two-day leadership training workshop (12 hours) with the goal of understanding leadership styles and how to develop productive working relationships with team members to help students work more effectively in high-performance, interprofessional team environments. The course incorporates personality testing to develop self-awareness, with various exercises meant to build empathy, as well as knowledge of project management and effective leadership. METHODS/STUDY POPULATION: Nine teams of 32 students (23 MD; 9 Ph.D.) who took part in the Interprofessional Research Design course in 2017 and 2018 were required to write a reflective essay at the end of the course. We used an inductive thematic analysis to evaluate the essays. Reflective essays were coded openly by one study member. Codes were rationalized; then codes were collaboratively developed into themes by the study authors. We identified issues of integration between student groups that functioned well together and those that did not. Reflective writing responses were grouped into overall positive experiences and negative experiences. RESULTS/ANTICIPATED RESULTS: Seven of the nine teams collectively described their experiences positively. Themes related to positive team experience were “empathizing with group members”, “sophisticated communication” and “collaborative workflow/styles.” We found that those who had a positive experience utilized knowledge and skills learned during leadership training to better understand and communicate with their teammates leading to a more collaborative and dynamic workflow. These groups had higher degrees of communication both between their task assignments and within task completion periods. They also showed more awareness of others’ needs in work and communication styles. For those that had a negative experience, themes were related to “basic communication”, “poor integration” and “theory-practice gap of leadership training.” Those who struggled showed much less in- and between-task communication and showed an inability to address the personal needs of other members in communication and workflow (while still often being able to identify them). DISCUSSION/SIGNIFICANCE OF IMPACT: These findings demonstrate the usefulness of leadership training that facilitates student self-awareness and empathy, as well as effective communication, leading to collaborative high-functioning interprofessional teams. Further work incorporating conflict management and exercises to overcome the theory/practice gap of leadership and teamwork training are recommended.
Dissertations / Theses on the topic "Conflict, conflict management, conflict management styles and strategies, effective communication skills"
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Polat, Mustafa. "Conflict Management And Effective Communication: Types Of Conflict Confronted And The Skills, Needs, And Att,tudes Of Students In Handling Conflicts." Master's thesis, METU, 2009. http://etd.lib.metu.edu.tr/upload/3/12611421/index.pdf.
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This study examines and analyzes conflict management and effective communication from several complementary perspectives. The purpose of the study is to identify common types of conflicts that learners confront in the process of EFL learningto examine and analyze EFL learners'
own strategies to deal with conflicts based on the conflict handling modes in the process of EFL learning
to find out their needs in terms of effective communication skills necessary to manage conflicts
and to analyze their attitudes toward conflict management learning and their needs for conflict management strategies. In order to achieve this aim, a survey research is preferred and the quantitaitve data gathered through the questionnaires were supported with the qualitative data obtained from the interivews with participants EFL learners. In the questiionnaire, there were two parts. The first one was a demographic inventory designed to gather the demographic characteristics of the participants. In the second part, four sub-sections were desgined: (1) a rank answer questionnaire to identify common types of conflicts that learners confront in the process of EFL learning
(2) a slightly adapted, Likert scale questionnaire which was translated to Turkish by Gü
mü
seli (1994) from the Rahim Organizational conflict Inventory II (ROCI II) to identify EFL learners'
conflict management strategies
(3) another Likert scale questionnaire to find out their needs in terms of effective communication skills necessary to manage conflicts
and (4) an alternative answer questionnaire to analyze learners'
attitudes toward conflict management learning and their needs for conflict management strategies. The result of these questionnaires were analyzed by SPSS 15.0. This data gathering instrument was implemented on 339 students at the preparatory school TOBB University of Economics and Technology. Data gathered from 171 students from the same school were used for the piloting of the stduy. The data gahthered from 339 students at ETU Preparatory School represented the results of the main study. In analyzing the data, descriptive statistics as frequency, percent, average, and standard deviation and inferential statistics as ANOVA was used. As the second scale of the current study, semi-structered interviewsw were conducted with 12 students studying at the same university. The results of the interviews were analyzed through content analysis. The results of the study revealed that there is a relationship between EFL learners'
conflict managament strategies, need for effective communication skills, and their gender, scholarship status, last school graduated, and duration of study at a particular university. Additionally, the study displayed that students confornt various types of conflict and they need to learn conflict management skills and effective communication skills to deal with conflicts successfully.
Book chapters on the topic "Conflict, conflict management, conflict management styles and strategies, effective communication skills"
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Ajayi, I. A., and O. B. Ajayi. "Cooperative Learning Strategies for Effective Teaching and Learning Science Courses in Large Classes." In Encyclopedia of Information Communication Technology, 127–31. IGI Global, 2009. http://dx.doi.org/10.4018/978-1-59904-845-1.ch017.
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Cooperative learning involves students working in groups on problems or projects such that it fosters positive interdependence, individual accountability, leadership, decision making, communication, and conflict management skills (Johnson, Smith, & Smith, 1991). Felder and Brent (1983) indicate that cooperative learning also enhances short-term mastery, long-term retention, understanding of course material, critical thinking, and problem solving skills. Recent literature suggests a number of cooperative learning strategies; however, many of these strategies may not be as effective or practical in large classes because of the larger number of students. Teaching a large class itself is challenging. Introducing cooperative learning strategies in large classes is even more challenging. Felder has described some innovative techniques including cooperative learning strategies for effectively teaching large classes. This article describes some other cooperative learning strategies that were used in large classes and provides results of student feedback on those strategies. The second section describes the results of a local survey on large class offerings in science education in some institutions in the western part of Nigeria. The third section describes cooperative learning strategies that were used inside or outside of a classroom. The results and conclusions are given in the fourth and fifth sections, respectively.
Conference papers on the topic "Conflict, conflict management, conflict management styles and strategies, effective communication skills"
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Boucher, Laurel, and James F. Clark. "A Dialogue-Centric Approach to Environmental-Remediation Decision-Making." In ASME 2011 14th International Conference on Environmental Remediation and Radioactive Waste Management. ASMEDC, 2011. http://dx.doi.org/10.1115/icem2011-59115.
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This paper outlines a multi-step approach to streamline and enhance the decision-making process that guides environmental remediation. The inability of the responsible party and the various stakeholders to reach agreement on the remediation plan can delay the remediation, result in financial penalties, and lead to the development of an adversarial stance that inhibits the ability of the parties to work together in a creative and constructive manner. The approach presented by the authors is designed to expand dialogue in a way that moves it beyond technical or fiscal matters by addressing what the authors describe as the “hidden barriers” to productive dialogue. These “hidden barriers” include: self-interests, the perception as to how people are being treated, a lack of clarity or poor management of responsibilities and accountabilities, unclear or convoluted communication protocols, and an underlying tone of conflict and cynicism. A key element of the multi-step approach outlined in this paper is the process of uncovering these “hidden barriers” and addressing them in a way that turns discourse into collaboration. The paper describes a model the authors have used to streamline and enhance the process of creating sustainable agreements both for the U.S. Department of Energy’s Office of Environmental Management as well as the U.S. Department of Defense for a variety of environmental remediation projects. The results of this approach include the acceleration of an environmental clean-up from a projected 19 years to 11 years, the development of innovative technical strategies, the reduction of a major backlog of environmental proposals requiring review and comment, and the distinction accorded one group of being recognized as a model of effective partnering. The approach described has widespread implications not only because its use can be expanded to include a multitude of decision-making applications but also because of the impact it creates by expanding both the management and leadership skills of those who use it.