Course Faculty: Melissa Brodrick. Course Planners: Anne Klibanski, MD Donna Lawton, MS Nancy Rigotti, MD Ann Skoczenski, PhD Theodore Stern, MD

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1 The following planners, speakers, and content reviewers, on behalf of themselves and their spouse or partner, have reported no relevant financial relationships with any entity producing, marketing, re-selling, or distributing health care goods or services consumed by, or used on, patients. Course Planners: Anne Klibanski, MD Donna Lawton, MS Nancy Rigotti, MD Ann Skoczenski, PhD Theodore Stern, MD Course Faculty: Melissa Brodrick CME Committee Members and Reviewers: Sanjiv Chopra, MD The following planners, speakers, and content reviewers, on behalf of themselves and their spouse or partner, have reported financial relationships with an entity producing, marketing, re-selling, or distributing health care goods or services (relevant to the content of the activity) consumed by, or used on, patients: CME Committee Members and Reviewers: Name Company Relationship Susan O Brien Johnson & Johnson Stock

2 Conflict Management at Work January 30, 2013 Melissa Brodrick, Ombudsperson Harvard Medical School, Harvard School of Dental Medicine, and Harvard School of Public Health

3 Opportunities in Conflict Gain clarity about one s own interests, resources and options Understand the other person s perspective Strengthen relationships Reach creative resolutions Learn how to better address future issues

4 A Definition of Conflict Conflict is a crisis in human interactions. -- Barauch Bush and Joseph Folger, The Power of Mediation

5 Changing Conflict Interaction Negative Conflict Spiral Weak Self-Absorbed Strong Responsive Positive Constructive Connecting Humanizing Positive Conflict Spiral Negative Destructive Alienating Demonizing Reference: Folger, J.P.,Baruch Bush, R. A.,Della Noce, D.J. (Ed.) (2010). Transformative mediation: a sourcebook, resources for conflict intervention practitioners and programs, Transformative mediation: theoretical foundations (page 21). New York: Institute for the Study of Conflict Transformation, Virginia: Association for Conflict Resolution

6 Effective Communication essential to resolving conflicts is not Brain Surgery.

7 Conflict Styles First, know yourself.

8 Understanding Your Conflict Style How you behave, verbally and physically, when you communicate under stress. We behave in accordance with: our perceptions, interpretations and values (the meaning we give to the facts). our assumptions about the intentions of the other (usually negative). what the conversation will mean to our identity our worth and value. What may be to your advantage in some instances may not be in others. Ask: Did the behaviors benefit you, or not serve you well?

9 Five Conflict Styles 1. Competing 2. Collaborating 3. Compromising 4. Accommodating 5. Avoiding Thomas-Kilman Conflict Styles of Survey

10 When to Use Which Style: Melissa Brodrick, Harvard Medical School

11 Elements of Principled Negotiations At the heart of a conflict there is often a negotiation little or big that has been executed poorly or avoided Interests: why you want something Options: responsive to interests On the table BATNA/ Best Alternative to a Negotiated Agreement: Away from the table Objective Criteria: standards of fairness (laws, industry standards, common principles) From Getting to Yes Roger Fisher and William Ury

12 Power The perception that we have few choices because we are less powerful or because we are so powerful that the other party will have to agree with our position.

13 Sources of Power in Negotiation Position Relationship Rewards/ Sanctions Force Expertise/ knowledge Commitment Strong Conviction Moral Authority Information Money, funding Age Education Gender Bullying Connections BATNA

14 Sources of Power Think about your own sources of power. List them:

15 Best Practices in Preparing for a Conflict Conversation Find the right time and place for your conversation Be in the right frame of mind (self awareness) best self/ genuine curiosity/ assume good intentions/ believe in your positive influence Plan in advance your best approach and how to carry it out Commit to your plan and show flexibility as warranted Summarize your understanding at the end and follow up with a written summary ****Seek help when you need it

16 The Ombuds Office as Your Resource Why contact the Ombuds Office? Confidential Independent Neutral Informal A place to sort out your issues, goals and options so that you can make your best decisions about next steps Services include conflict coaching, informal mediation, group facilitation, shuttle diplomacy, sharing of resources, education re policies and procedures