Background

• The increasing prevalence and subsequent impact of interpersonal conflict in health-care settings necessitates the requirement for organizations to have a process to manage conflict that may occur.
• Interpersonal conflictive interactions among members of the health-care team create subtle unpleasant experiences that result in negative attitudes and behaviours.
  
  • This can create a stressful work environment with negative consequences such as:
    •  job dissatisfaction
    • weak organizational commitment
    • lack of involvement
    • low morale
    • poor working relationships
    • a diminished sense of well-being
    • emotional exhaustion
    • a lack of trust and sense of support in the workplace
    • absenteeism
    • burnout
    • and turnover.
• Research indicates that interpersonal conflict within the health-care system is present globally.
• It is important that organizations and individuals address the management of interpersonal conflict through a guided process which includes education and accountability to prevent recrimination and negativity.
• Effectively managed, interpersonal conflict can produce positive benefits as there has been a strong emphasis upon constructive aspects of conflict in organizations.
• Unaddressed interpersonal conflict can interfere with the personal well-being of the individual result in negative co-worker relationships; undermine safe patient care/outcomes; and be disruptive to the organization.

Definitions

• For the purposes of this guideline, interpersonal conflict is defined as: “…a dynamic process that occurs between interdependent individuals and/or groups as they experience negative emotional reactions to perceived disagreements and interference with the attainment of their goals.”
• Research illustrates three main types of interpersonal conflict:
  
  • Relationship conflict exists when there are interpersonal incompatibilities among individuals, including irritation about personal taste, interpersonal style, different personal values, or other non work-related preferences.
  • Task conflict exists when there are disagreements about the content of tasks being performed, including differences in viewpoints, ideas and opinions.
  • Process conflict focuses on disagreements about how to accomplish a task, which is responsible for a task, or the delegation of duties and resources
• Negative behaviours are distinct from interpersonal conflict as described below:
  
  • Bullying has been characterized as a constellation of repeated acts by one or more individuals, undertaken with an intention to cause harm and create a hostile work environment
  • Workplace Incivility is a form of organizational deviance, characterized by behaviours that violate respectful workplace norms. It is not necessarily meant to harm.
  • Horizontal violence embodies an understanding of how oppressed groups direct their frustrations and dissatisfactions towards each other as a response to a system that has excluded them from power
  • Ostracism refers to the experience of feeling ignored, left out or excluded by coworkers.
  • Recent studies have found that nurses identify their managers and nursing colleagues as the most common source of conflict, with nursing colleagues being the most stressful type.

Conceptual Model

• The Conceptual Model of the Antecedents and Consequences of Conflict organizes and guides the discussion of the recommendations. The model includes the following:
  
  • Conflict antecedents (including individual characteristics, interpersonal factors and organizational factors);
  • Perceived conflict;
  • Conflict management style; and
  • Conflict consequences (including the effects of conflict on individuals, interpersonal relationships, and the organization).
• To view the Conceptual Model of the Antecedents and Consequences of Conflict click here.