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Chapter 13 : Conflict Management

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Conflict Management, Page 1 of 2

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Abstract:

This chapter defines and describes conflict, differentiates between constructive and destructive conflict, identifies five different strategies for resolving conflict and the pros and cons of each style, describes the role of the manager in resolving conflicts, and discusses a seven-step model for resolving conflict. Major categories of conflict must be identified and addressed before they build into major disruptions to the office or laboratory environment. Conflict in the workplace can be managed with good employee relations and setting performance objectives that are uniformly applied and measured for all staff, as well as by providing training in teamwork and conflict management. Problems do not go away when we try to ignore them. When the entire give-get-merge-go (GGMG) model is implemented, this tug-of-war pattern stops. With the GGMG model, all parties involved need to share information about what bothers them and what their goals are. This is the give and get portion of the model. There are several measures that can be taken by the organization to support an environment where conflict is managed instead of being ignored. These include creation of an organizational culture that supports and tolerates telling the truth and providing in-service workshops for staff at all levels to teach conflict resolution skills.

Citation: Egan J. 2004. Conflict Management, p 259-266. In Garcia L, Baselski V, Burke M, Schwab D, Sewell D, Steele J, Weissfeld A, Wilkinson D, Winn W (ed), Clinical Laboratory Management. ASM Press, Washington, DC. doi: 10.1128/9781555817695.ch13

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Figure 13.1

Conflict resolution styles based on task or people concerns ( ).

Citation: Egan J. 2004. Conflict Management, p 259-266. In Garcia L, Baselski V, Burke M, Schwab D, Sewell D, Steele J, Weissfeld A, Wilkinson D, Winn W (ed), Clinical Laboratory Management. ASM Press, Washington, DC. doi: 10.1128/9781555817695.ch13
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Image of Figure 13.2
Figure 13.2

Citation: Egan J. 2004. Conflict Management, p 259-266. In Garcia L, Baselski V, Burke M, Schwab D, Sewell D, Steele J, Weissfeld A, Wilkinson D, Winn W (ed), Clinical Laboratory Management. ASM Press, Washington, DC. doi: 10.1128/9781555817695.ch13
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References

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1. Carkhuff, R. R. 1983. The Art of Helping, p. 1427. Human Resource Development Press, Amherst, Mass.
2. Catt, S. E.,, and D. S. Miller. 1991. Supervision: Working with People, p. 398414. Irwin, Boston, Mass.
3. Cloke, K.,, and J. Goldsmith. 2000. Resolving Conflicts at Work, p. 3940. Jossey-Bass, San Francisco, Calif.
4. DuBrin, A. J. 2000. Fundamentals of Organizational Behavior, p. 133159. South-Western, Cincinnati, Ohio.
5. DuBrin, A. J. 2000. Essentials of Management, p. 390401. South-Western, Cincinnati, Ohio.
6. Egan, J. 2003. Conflict Resolution Workbook. Jean Egan Associates, LLC, Suffield, Conn.
7. Kritek, P. B. 1996. Negotiating at an Uneven Table: Developing Moral Courage in Resolving Our Conflicts, p. 1719, 7172, 241244. Jossey-Bass, San Francisco, Calif.
8. Paul, J.,, and M. Paul. 2002. Do I Have to Give up Me to be Loved by You? p. 4752.Hazeldon Information Education, Center City, Minn

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