Rural Physician Leadership Curriculum

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Rural Physician Leadership Curriculum

• West Virginia University
• Rural Family Medicine Residency Program

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Rural Physician Leadership Curriculum

• Module 5
• Conflict Resolution

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Description
Rural Physician Leadership Curriculum

• Funded by HRSA Grant D22HP00306
• Objective 1
• Develop a competency based longitudinal
  curriculum in Rural Physician Leadership

Konrad C. Nau, MD
Principle Investigator Chair, Dept of Family
Medicine-Eastern Division WVU Rural Family
Medicine Residency Program
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Learning Objectives Module 5
Rural Physician Leadership Curriculum

• Understand the positive and negative attributes
  of conflict
• Review conflict resolution strategies
• Identify effective Interpersonal Communication
  Skills in Conflict Resolution

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Conflict What is it ?

Mental struggle resulting from incompatible or
opposing needs, drives, wishes, or external or
internal demands Merriam-Webster
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Conflict What is it ?

• When the needs or values of one individual or
  group come into opposition with those of another
  individual or group.
• Individual vs Individual
• Group vs Group
• Individual vs Group

Joan A. Stepsis
Pfiffers Classic Activities for Managing
Conflict at Work , 2003, John Wiley and sons,
Inc. p 19.
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Conflict What is it ?

• Conflict occurs when two or more people attempt
  to occupy the same space at the same time.
• Physical
• Psychological
• Political

H.B. Karp
Pfiffers Classic Activities for Managing
Conflict at Work , 2003, John Wiley and sons,
Inc. p 5.
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Destructive Conflict

• Diverts time and energy
• Delays decisions
• Obstructs option exploration
• Drive non-confrontational members to the sidelines

Gerry E. Wiley.
Pfiffers Classic Activities for Managing
Conflict at Work , 2003, John Wiley and Sons,
Inc. p 27.
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Destructive Conflict

• Leaves losers resentful
• Prompts underdogs to sabotage
• Causes defensiveness
• Interferes with empathy
• Arouses disruptive anger

Gerry E. Wiley.
Pfiffers Classic Activities for Managing
Conflict at Work , 2003, John Wiley and Sons,
Inc. p 27.
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Constructive Conflict

• Exposes us to diverse ideas and perspectives
• Increases our alternatives and options
• Injects excitement and passion into the groups
  task

Julia T. Wood.
Pfiffers Classic Activities for Managing
Conflict at Work , 2003, John Wiley and Sons,
Inc. p 68-71
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Constructive Conflict
Competition Develops Collaboration Develops
- Responsibility - Sense of Identity - Individual Creativity - Mutuality - Options - Collective Action
Udia Pareek.
Pfiffers Classic Activities for Managing
Conflict at Work , 2003, John Wiley and Sons,
Inc. p 68-71
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Conflict Why ?

• Different views of Content (Fact)
• Different views of Process (Methods)
• Different views of Goals (Ends)
• Different Views of Ethics (Morality)

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Conflict What ?
Objective Subjective
Fact..Process..GoalsEthics
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Conflict What ?
Objective Subjective
VOLATILITY
Fact..Process..GoalsEthics
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Conflict Management Outcomes

• Lose/Lose
• Win/Lose
• Win/Win

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Conflict Management Outcomes

• Lose/Lose
• Ignore the Conflict
• Executive Imposed Solution
• Protest or Strike
• Riot

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Conflict Management Outcomes

• Win/Lose
• Majority Vote
• Arbitration
• Positional Negotiation
• Mediation
• Jury Trial

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Conflict Management Outcomes

• Win/Win
• Principled Negotiation
• Collaborative Problem Solving with Interaction
  Method

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Harvard Negotiation Project

• Part of Program on Negotiation at Harvard Law
  School
• Consortium of scholars from Harvard, MIT,
  Simmons, and Tufts
• Working to improve theory and practice of
  conflict resolution

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Harvard Negotiation Project

• Principled Negotiation
• NOT usual positional bargaining
• Participants are Problem-Solvers
• Goal is a wise outcome reached efficiently and
  amicably

Fischer,Ury,Patton
Getting to Yes, Negotiating Agreement Without
Giving In , 1991, New York,NY Penguin Books.
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Harvard Negotiation Project Method

• People
• Separate the people from the problem
• Interests
• Focus on interests, not positions
• Options
• Generate possibilities before deciding
• Criteria
• Insist that results are based on objective
  standards

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Harvard Negotiation Project Separate the People
from Problem

• Put yourself in their shoes
• Dont deduce their intentions from your fears
• Speak about yourself, not about them
• Make your proposals consistent with their values
  (face-saving)

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Harvard Negotiation Project Focus on Interests,
not Positions

• Behind opposed positions, lie shared and
  compatible interests
• The most powerful interests are basic human needs
• Look forward not back
• Identify interests by asking why ?

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Harvard Negotiation Project Invent Options for
Mutual Gain

• Options are powerful tools
• Obstacles for inventing options
• Premature Judgment
• Searching for the Single Answer
• Assuming a fixed pie
• Thinking that solving their problem is their
  problem

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Harvard Negotiation Project Invent Options for
Mutual Gain

• Brainstorming
• Change the environment
• Use a facilitator
• Seat participants side-by-side
• No-criticism ground rule
• Record ideas in full view

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Harvard Negotiation Project Invent Options for
Mutual Gain

• Consider brainstorming with the opposition
• Invent agreements of different strengths
• Permanent vs Trial
• Comprehensive vs Partial
• Identify shared interests
• Dovetail differing interests

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Harvard Negotiation Project Insist on
Objective Criteria

• Frame each issue as a joint search for objective
  criteria
• Be open to reason which standards are appropriate
• Never yield to pressure, only to principle

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Harvard Negotiation Project BATNA

• Best Alternative To a Negotiated Agreement
• Most useful if negotiating with a more powerful
  opponent
• The more easily and happily you can walk away
  from a negotiation the greater your capacity to
  effect its outcome

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Harvard Negotiation Project BATNA

• List possible actions you might take if no
  agreement made
• Covert best ones to practical alternatives
• Select the best one and know its costs

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The Interaction Method

• Research supported by Carnegie Corporation,
  Rockefeller Foundation and Social Security
  Administration.
• Collaborative Problem Solving for Organizations

M. Doyle D. Straus
How to Make Meetings Work , 1982, New York,NY
The Berkley Publishing Group.
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The Interaction MethodStructuring Conflict
Meetings

• 4 well defined roles in meetings
• Equal importance
• Collectively form checks and balances
• Equal responsibility for success
• No one traditional leader

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The Interaction Method roles

• Facilitator
• Recorder
• Group Members
• Manager/Chairperson

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The Interaction Method roles

• Facilitator
• Neutral servant of the group
• Does not evaluate or contribute ideas
• Helps group focus energies
• Protects members from attack
• Ensures free contribution

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Interaction Method roles

• Recorder
• Neutral non-evaluating servant of the group
• Writes down basic ideas in front of group
• Tries to always use direct quotes

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Interaction Method roles

• Group Member
• Active participant
• Keeps facilitator recorder neutral
• Can make procedural suggestions

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Interaction Method roles

• Manager/Chairperson
• Active participant
• Does not run the meeting
• Retains responsibilities of their position
• Urges members to accept tasks and deadlines

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Interaction Method Different Types of Meetings

• Reporting / Feed-forward Meetings
• Reactive / Feedback Meetings
• Problem Solving Meetings
• Decision Making Meetings
• Strategic Planning Meetings

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Interaction Method Reaching Consensus

• Establish criteria for choosing between options
• Use straw votes to build consensus and create
  options to enable people to support a given
  choice.
• Management retains executive decision as a last
  resort

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Summary Conflict Resolution

• Conflict is unavoidable
• Conflict well managed can create growth and new
  opportunities
• Conflict poorly managed can be destructive and
  dominate your organization

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Summary Conflict Resolution

• Proven methods of successful conflict resolution
• Principled Negotiation
• Harvard Negotiation Project
• Interaction Method
• Collaborative Problem Solving for Organizations