Conflict Management Approach in Australian Hospitals

Running head: COMMUNICATION 1
COMMUNICATION
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COMMUNICATION 2
Conflict management approach Australian hospitals
Introduction
Conflict is a reality in all business organizations as long as individuals will continue working and
interacting with one another (Greig, Owsiak & Diehl, 2019). Concerning human relations theory,
conflict existing within groups can be described as a natural repercussion of an individual's
interaction. Managing conflict in organizations like hospitals is becoming a key area of concern
to many management researchers (Colvin, Witt & Lacey, 2015). Disputes within the
organization arise when the needs of that particular organization conflict with the beliefs,
opinions, values, and attitudes of the employees (Johansen & Cadmus, 2016). With regards to the
situation and when the conflict happened, various approaches can be used in addressing or
managing the conflict. Multiple criteria can be used in resolving conflict in Australian hospitals.
For instance, the competition, collaborative, compromising, avoiding and accommodating. The
key advantages of these approaches are that they help the practitioners to comprehend conflict
management (Broukhim et al. 2018). This piece will use the collaborative and competing
approach to hypothetical nursing instances in hospitals in Australia to support the practical use of
conflict management theories in hospitals.
Body paragraph 1: Collaborative approach
The collaborative concept is the key in the analysis of solving the management conflicts in
hospitals of Australia (Hanson, 2016). Many management researchers have the use of a
collaborative approach when one is dealing with differences in organizations like hospitals. The
concept is an integrative procedure that involves ideas, feelings, and beliefs (Vollmer, 2015).

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The approach plays are the central part of personal preferences that can create difficulties in
interacting collaboratively.
Hospital’s management will as well believe that if they become competitive, they have achieved
their success. Such social dynamics may discourage inclination towards collaboration. Therefore,
the collaborative approach requires open-minded individuals who agree that there is more than
enough for every individual and a lot can be acquired through cooperation without competition
among the nurses (Lapkin, Levett & Gilligan, 2015).
The second benefit of a collaborative approach is that a solution can be generated where more
than one party have developed a different opinion on something. The main thing in such
instances is determining how much the involved parties are willing to agree. For example, if two
individuals are in disagreement on accomplishing a particular task, the management must look
for a better medium to make them feel satisfied and appreciated (Okely et al. 2017). This is one
of the significant roles of a collaborative approach, which focus on looking on a compromise the
conflicting parties achieve what they wanted. In order to succeed in developing the right
resolution, the collaborative approach emphasizes a need for a mediator to take note of fears,
desires, concerns, and needs of both sides.
For example, the nurses in Australian hospital apply the collaboration when negotiating the
cover-off with other team members during meetings. During the session, they spend more time
focusing on and discussing what is more critical for every individual member. When it comes to
increments of salaries, mediators play a crucial role in encouraging a conducive environment in
which both parties express their views comfortably (Hopwood & Nerland, 2018).

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The critical negative impact of the collaborative approach is that it can take a lot of energy, time
and efforts before arriving at the final solution (Kark, Tulloch, Gordon, Mazor, Bunnefeld &
Levin, 2015). More time and energy are consumed because the mediator has to consider several
solutions before coming up with a resolution. Such delays can impact the productivity of nurses
while causing the resentment and tension among patients.
Secondly, the collaborative approach may not provide a solution that favors the two parties
engaged in conflict resolution. In case one of the parties will not commit to compromising the
conflict management will fail.
For instance, it's complicated to apply collaborative when the hospital's management is
discussing the new policies especially if the nursing team is unable to make various adjustments
(Hopwood & Nerland, 2018).
Body Paragraph 2: competitive approach
The competing technique to conflict management is critical in demonstrating a high degree of
commitment. People who apply competing theory help them to accomplish their objectives with
the expense of the other parties. Individuals who are taking this particular technique will have to
employ all efforts to win (Albrecht, Bakker, Gruman, Macey & Saks, 2015). The method can
play a more prominent role in defending one's interest, values or positions and mostly the
approach is supported by structures like sales quotas, courts, and legislature.
The second advantage of the competing for the approach is that the position and concerns of the
second party engaged parties are entirely ignored. Thus, using this kind of conflict resolution, the
mediators will have no issue with the feelings of the second party that loses the case and how