Common Module

PERSONALITY, ETHICS AND VALUES MT Trainer: Edgar B. Salanio, MPSDM, MLS Personality - the whole of our personal characteristics, the group of behavioral and emotional tendencies that make up you. It is the deeply fixed, consistent, distinctive, and characteristics patterns of our thoughts, feelings and behaviors that define a person’s own style of interacting with the physical and social environment. It is the tendency to behave in a certain way under different circumstance and across time. It is shown in many ways through behavior, thoughts and feelings. PERSONALITY TRAITS: Anger – is temporary Hostility – accumulated anger Worry – dwelling on something Anxiety – brought on by worry Fear – a stronger emotion SOURCES OF PERSONALITY DIFFERENCES:  Heredity – research on the nature-nurture controversy, indicates that about 50% of the variance in personality is inherited, thus setting limits on development.  Environment – Shapes at least 50% of personality? o Culture o Family o Group Membership o Life Experiences Personality Structure: The “Big Five” Personality Factors 1. Adjustment 2. Sociability 3. Conscientiousness 4. Agreeableness 5. Intellectual Openness TYPE OF PERSONALITY Type A Insecurity of status – lack of self esteem, needs to prove self. Hyper-aggressiveness – excessive aggression marked by ruthless, driving self desire to prevail and to dominate. Sense of time urgency – comes from the desire to accomplish too much in a short time; they cope by speeding up all activities and try to do more than one things at a time. The drive to self destruction – yearn for the approval of others but secretly castigate and criticize themselves; always magnify even minor errors and demand of themselves. Free Floating Hostility – is a permanent, deep-seated anger that hovers quietly until some trivial incident causes it to rapture to the surface in a burst of hostility.

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Type • • • • • • • • • •

A Personality is … Hard-driving Must finish tasks Never late for appointments Highly Competitive Tends to interrupt others Always in a hurry Uneasy when waiting Eats, Walks fast Sets own deadlines; self motivated Goal-oriented

Type          

B Easy Going Can leave tasks Late for appointments Cooperative Listens well Not hurried Content to wait Does things slowly Tends to not set deadlines Methodical

Type       

C Polite Apologetic Serious Overly Cooperative Overly Nice Painfully sensitive Passive

SKILLS TO BOOST THE IMMUNE RESPONSE 1. Hardiness: a. Commitment – in what ways or situations are you hesitant? b. Control – Do you feel you have influence over life circumstances? Do you feel powerless to events taking place around you? c. Challenge – when faced with a difficult situation, do you view the problem as a threat or challenge? 2. Congruence and ACE factor a. Attend – paying attention and being aware of our symptoms, sensations and emotions, can move us to the next stage of connect. b. Connect – what we have always known on some level finally hits home. c. Express – communicating to self and others. 3. Capacity to confide a. Are you willing to share your deepest thoughts and feelings? 4. Passive/Assertive/Aggressive 5. Self Complexity a. How many selves do you have? DEFENSE MECHANISM

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Ego (Inner Self) – According to Freud, this is a part of personality that mediates the demands of the id, the superego and reality. Defense Mechanism (Freud’s Psychoanalytic Theory) – is a tactic developed by the ego to protect against anxiety. Defense mechanisms are thought to safeguard the mind against feelings and thoughts that are too difficult for the conscious mind to cope with. Defense mechanisms are thought to keep inappropriate or unwanted thoughts and impulses from entering the conscious mind. - Reduces or redirect anxiety by distorting reality. Anxiety – is an unpleasant inner state that people seek to avoid. Anxiety acts as a signal to the ego that things are not going right. TYPES OF ANXIETY: Reality Anxiety – is fear of real-world events. The cause of this anxiety is usually easily identified. For example, a person might fear receiving a dog bite when they are near a menacing dog. The most common way of reducing this anxiety is to avoid the threatening object. Moral Anxiety – involves a fear of violating our own moral principles. KINDS OF DEFENSE MECHANISM 1. Denial (Best Known) – used often to describe those who seem unable to face reality or admit an obvious truth. Denial is an outright refusal to admit or recognize that something has occurred or is currently occurring. 2. Repression (Well-Known) – acts to keep information out of conscious awareness. However, these memories don’t just disappear; they continue to influence our behavior. 3. Displacement – involves taking out our frustrations, feelings, and impulses on people or objects that are less threatening. 4. Sublimation – that allows us to act out unacceptable impulses by converting these behaviors into a more acceptable form. Freud believed that sublimation was a sign of maturity that allows people to function normally in socially acceptable ways. 5. Projection – that involves taking our own unacceptable qualities or feelings and ascribing them to other people. 6. Intellectualization – works to reduce anxiety by thinking about events in a cold, clinical way. This defense mechanism allows us to avoid thinking about the stressful, emotional aspect of the situation and focus only on the intellectual component. 7. Rationalization – is a defense mechanism that involves explaining an unacceptable behavior or feeling in a rational or logical manner, avoiding the true explanation for the behavior. Rationalization not only prevents anxiety, it may also protect self-esteem. 8. Regression (Anna Freud) – suggesting that people act out behaviors from the stage of psychosexual development in which they are fixated. 9. Reaction Formation – reduces anxiety by taking up the opposite feeling, impulse or behavior. According to Freud, they are using reaction formation as a defense mechanism to hide their true feelings by behaving in the exact opposite manner.

PERSONALITY DEVELOPMENT DESIGNING YOUR OWN PERSONALITY • Be Honest With Your Current Traits – How would you describe yourself right now? – It’s important that you are honest with your current traits so you can decide what you want to change. – You may be happy and positive some of the time, but you should be aware of the traits you aren’t so proud of as well as the ones that you are. – Honest self-assessment is key to this step of the process. • Define the Qualities You Want to Have jso,rn09

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It is important you pick qualities that you want to have, rather than qualities you think people want you to have. It is important that you do not go overboard on this part of the process and pick tons of qualities that you desire.

Visualise Yourself for 21 Days with These Qualities – You need to visualise yourself being how you want to be in terms of the end result, not the process. – Your visualisations need to be as real as possible - notice smells, colours, small details and sounds from your imagined environment. – However, it is scientifically proven that our nervous system cannot tell the difference between a real event and one that is vividly imagined. The 21 days that you will do this process for is enough time for new connections and pathways to form in your brain, thus ‘imprinting’ your desired result - sort of like a habitual autoresponse. Act as If They Are Present – In everyday life see if you can act as if your desired qualities are already present. If you want to be positive then be positive, if you wish to be honest then start implementing that in your life. This will get much, much easier as you get closer to the end of the 21 day challenge and this starts to become habitual.

PROFESSIONALISM Is define as “The ability to do something with great skill.” It is a choice. SIX BASIC PROFESSIONAL TRAITS RELIABILITY AND RESPONSIBILITY • Can be depended upon to do his/her duty. • Follows through on task that he/she agreed to perform. • Arrives on time to perform his/her task. HONESTY AND INTEGRITY • Adheres to professional and/or ethical standards. • Is honest • Corrects errors. MATURITY • Behaves respectfully. • Accepts blame for failures. • Critical during times of stress. RESPECT • Maintains confidentiality. • Demonstrate empathetic behaviour. • Sensitive to immediate physical and emotional needs, and is considerate and addresses situation appropriately. CRITIQUE • Accepts criticisms. • Looks at self objectively. • Takes steps to correct shortcomings. • Reacts to criticisms positively. COMMUNICATION SKILLS • Listens well • Engages in blocking behaviours: Hostile, derogatory, sarcastic, loud or disruptive distraction, verbal and/or non verbal cues of nonparticipation. • Effectively identifies emotional concerns. • Uses language appropriate to circumstances.

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6 WAYS TO CRAFT TRAITS FOR PROFESSIONAL PEOPLE • ATTITUDE - Leave yesterday there....it’s not going to help you today!..... • ADVANCED COMMUNICATION SKILLS - Two ears, one mouth..... • SUPERIOR SKILL SETS - Practice, drill and rehearse your skills. • ONGOING EDUCATION - Reading everything that can get your hands on about the profession cultivates long term relationship with the clients. • VISION - a true professional knows all of their percentages, and know what they need to do to get better in each to attain their goals for the next month. You’ve got to know where you’re going and what’s going on. • MENTORING - By a teaching a skill, the professional will eventually become better themselves. 4 QUALITIES THAT WILL BRING OUT PROFESSIONAL TRAITS • Communication knowledge and skills – Employers perceived general communication skills to be a major requirement, particularly listening skills. • Communication skills overall • Listening skills • Written communication skills • Public speaking and presentation skills • Reading skills • Foreign language skills • Technical knowledge and skills – Employers perceived technical (computer, scientific, and math – related) skills to be important to graduates’ jobs. The most important was overall technical knowledge. • Overall technical knowledge • Ability to apply mathematical skills • Ability to apply scientific principles • Overall knowledge of computer application • Basic computer skills • Technical computer skills • Workplace knowledge and skills – Workplace skills are defined as skills and abilities that connects you to the world of work. Employers perceived these workplace skills to be important professional jobs, with the highest ratings on areas concerned with problem solving. • Using knowledge to solve problem overall • Planning projects • Defining problem • Solving problem • Thinking creatively • Conceptual ability overall • Understanding how organizational system interact • Bringing information and ideas together from different areas • Leadership and management skills • Previous work, volunteer, internship experiences • Educational preparation – Employers perceived that educational preparation is important to professional jobs. • Refresher course • Relevant course work • Bachelor • Masteral • Doctorate VALUES • Values are those things that really matter to each of us ... the ideas and beliefs we hold as special. Caring for others, for example, is a value; so is the freedom to express our opinions. jso,rn09

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Most of us learned our values - or morals, if you prefer - at home, at church or synagogue, at school. Too often young people today are most influenced by what they see and hear on television or on the street.

Why values are important in the workplace? • A corporate value is an abstract concept that a corporation is willing to embrace at the expense of corporate comfort. • Corporations set their values with the expectation that their leaders will model the values and their employees with buy into the value system and use the values as a vehicle to travel towards the company's mission and vision. • Essentially the corporation's values are its very foundation. TOP 10 VALUES IN THE WORKPLACE 1. Strong Work Ethic • Employers value employees who understand and possess a willingness to work hard. • This means learning the most efficient way to complete tasks and finding ways to save time while completing daily assignments. • Doing more than is expected on the job is a good way to show management that you utilize good time management skills and don’t waste valuable company time attending to personal issues not related to the job. 2. Dependable and Responsible • Employers value employees who come to work on time, are there when they are suppose to be, and are responsible for their actions and behavior. • Being dependable and responsible as an employee shows your employer that you value your job and that you are responsible in keeping up with projects and keeping them informed of the things that they should know about. 3. Possessing a Positive Attitude • A positive attitude gets the work done and motivates others to do the same without dwelling on the challenges that inevitably come up in any job. • A positive attitude is something that is most valued by supervisors and coworkers and that also makes the job more pleasant and fun to go to each day. 4. Adaptability • Employers seek employees who are adaptable and maintain flexibility in completing tasks in an ever changing workplace. • Being open to change and improvements provides an opportunity to complete work assignments in a more efficient manner while offering additional benefits to the corporation, the customer, and even the employee. • Adaptability also means adapting to the personality and work habits of coworkers and supervisors. 5. Honesty and Integrity • Employers value employees who maintain a sense of honesty and integrity above all else. • When working for an employer they want to know that they can trust what you say and what you do. 6. Self – Motivated • Employers look for employees who require little supervision and direction to get the work done in a timely and professional manner. • Working in a supportive work environment and taking the initiative to be self-directive will provide employees with a better sense of accomplishment and increased self-esteem. jso,rn09

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7. Motivated to Grow & Learn • In an everchanging workplace, employers seek employees who are interested in keeping up with new developments and knowledge in the field. • Learning new skills, techniques, methods, and/or theories through professional development helps keep the organization at the top of its field and makes the employee's job more interesting and exciting. • Keeping up with current changes in the field is vital for success and increased job security. 8. Strong Self – Confidence • Self-confident people have faith in themselves and their abilities which is manifested in their positive attitude and outlook on life. • Self-confidence has been recognized as the key ingredient between someone who is successful and someone who is not. 9. Professionalism • Professional behavior includes learning every aspect of a job and doing it to the best of one’s ability. • Professionals complete projects as soon as possible and avoid letting uncompleted projects pile up. • Professionals complete high quality work and are detail oriented. • Professionals are enthusiastic about their work and optimistic about the organization and its future. 10. Loyalty • Employers value employees they can trust and who exhibit their loyalty to the company. • Creating an organization that values loyalty within the organization can also work to its benefit by using the same techniques and strategies to establish loyalty with customers; and loyalty from customers ultimately makes for a successful business. PROFESSIONAL TRAITS AND ATTITUDES Information on professional traits, work attitudes, and professional development was gathered through nineteen items. Employers perceived that these traits and attitudes were fairly important to professional jobs. Those rated the highest in importance were conducting work activities in an ethical manner, work attitudes and skills overall, understanding and carrying out assignments and attitude toward work. CHECKLIST 1. Professionalism 2. Resourcefulness 3. Self-confidence 4. Conducting work activities in an ethical manner 5. Professional development 6. Willingness to accept new responsibilities 7. Ability to learn independently 8. Ability to grow on the job 9. Work attitudes and skills overall 10. Attitude toward work 11. Ability to adjust to new job demands 12. Working under pressure 13. Making decisions under pressure 14. Ability to work independently 15. Understanding and carrying out assignment 16. Ability to work with persons from diverse ethnic and cultural background 17. Being dependable and punctual 18. Ability to work in teams PROFESSIONAL VALUES AND PRACTICE jso,rn09

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Professionals must understand and uphold the professional code of ethics by demonstrating all of the following: • High expectations of all people, respect their social, cultural, linguistic, religious and ethnic backgrounds, and are committed to raising their professional achievement. • Treat people consistently with respect and consideration, and are concerned for general development. • Demonstrate and promote positive values, attitudes and behavior that they expect from others. • Communicate sensitively and effectively, recognizing their rights, responsibilities and interests. • Contribute and share responsibly in the corporate life • Understand the professional contributes • Improve the professionalism by evaluating it, learning from the effective practice of others and from evidence, motivate and able to take increasing responsibility for professional development. • Aware of and work within the statutory frameworks relating to responsibilities. ETHICS • Is one of the five major branches of philosophy which attempts to distinguish that which is right from that which is wrong. • Ethics differs from morality in that morality allows more leeway for individual interpretation whereas ethics tend to be more global. • Ethics in plain words means studying and analyzing right from wrong; good from bad. Professional Ethics – concerns one’s conduct of behaviour and practice when carrying out professional work. Such work may include consulting, researching, teaching, writing, etc. The institutionalisation of Codes of Conduct and Codes of Practice is common with many professional bodies for their members to observe. WORK ETHICS • Attendance: Attends class, arrives/leaves on time; notifies instructor in advance of planned absences; and makes up assignments punctuality. • Character: Displays loyalty, honesty, trustworthiness, reliability, dependability, initiative, self-discipline, and self-responsibility. • Teamwork: Respects rights of others; is a team worker, is cooperative; is assertive; displays a customer service attitude; seeks opportunities for continuous learning; and displays mannerly behaviour. • Appearance: Displays appropriate dressed, grooming, hygiene, and etiquette. • Attitude: Demonstrates a positive attitude; appears self-confident; and has realistic expectations of self. • Productivity: Follows safety practices; conserves materials; keeps work area neat and clean; and follows directions/procedures. • Organizational Skills: Manifests skill in personal management, time management, prioritizing, flexibility, stress management, and dealing with change. • Communication: Displays appropriate nonverbal and verbal skills. • Cooperation: Displays leadership skills; appropriately handles criticism and complaints; demonstrates problem-solving capability; maintains appropriate relationships with supervisors and peers; and follows chain of command. • Respect: Deals appropriately with cultural/racial diversity and does not engage in harassment of any kind. Work Attitude Ethics • The answer on how to cultivate good work ethics is simple. linking pins in your organisation.

Make yourself one of the

A LINKING PIN IS: jso,rn09

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Someone to whom everybody turns to, to get information and advise from. Someone who can link persons, sections and departments for better cooperation. Someone who can be able to influence people around the organization to carry out the wishes, policies and strategies of top management, by earning respect through your display of expertise and thoroughness. And someone who can be able to represent the valid wishes and needs of lower levels to the top management.

YOU CAN BECOME A LINKING PIN BY STRIVING TO ATTAIN THE FOLLOWING TRAITS: 1. Cloak yourself with expert knowledge in your technical field of operation 2. Produce accurate work 3. Be quicker than most 4. Display awareness of productivity 5. Get rid of time wasters. 6. Be open-minded and ready for organizational changes. 7. Arrange and organize your paperwork. 8. Read up on the principles of supervision and management 9. Confidential information. MEDICAL ETHICS (Levels and Types) • Individual level – clinical ethics (patient-centered); professional ethics (physician-centered) • Institutional level – organization ethics (integrating clinical, professional and business ethics) • Societal level – shared conceptions of health-related quality of life and resource allocation priorities, social values Importance of Medical Ethics 1. Increasing profile/Recent press headlines (i.e. euthanasia, destroying frozen embryos, etc.) 2. Increase in technology 3. Better informed society 4. Doctors in Management 5. Public scrutiny I.E. EUTHANASIA • Active: an active intervention to end life. • Passive: deliberately withholding treatment that might help a patient live longer • Voluntary: euthanasia is performed following a request from a patient • Doctor assisted suicide: a doctor prescribes a lethal drug which is self administered by the patient • Non-voluntary: ending the life of a patient who is not capable of giving permission • Involuntary: ending life against a patient will. Issues: Codes • • • • • •

of Ethics are concerned with a range of issues, including: Adherence to confidentiality agreements Data privacy Handling of human subjects Impartiality in data analysis and professional consulting Professional accountability Resolution of conflicts of interest

The Advantages: A code of ethics enables us to: • Set out the ideals and responsibilities of the profession • Exert a de facto regulatory effect, protecting both clients and professionals • Improve the profile of the profession • Motivate and inspire practitioners, by attempting to define their reason. jso,rn09

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Provide guidance on acceptable conduct Raise awareness and consciousness of issues Improve quality and consistency

TIPS TO DIFFUSE A DIFFICULT SITUATION • Listen • Empathize • Clarify • Problem Solve • Apologize • Close RESPONSE TO AN EMOTIONALLY UPSETTING EVENT • Activating Event: any event with the potential to trigger an emotional reaction • Belief: what the individual says to him/herself about the event (self talk) • Consequence: upset feelings: hurt, anger, disappointment, frustrations, etc. • Dispute: rational self talk usually changes one’s feelings about the event • Effect: feelings become more manageable when self talk (beliefs) become more rational. “Life is ever so short that nobody can really afford to remain average in the obscured crowd of nobodies. Make yourself standout as someone with strong principles and work ethics, so that others can rely on your strengths. Qualifications alone, without work ethics are totally worthless.”

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STRESS MANAGEMENT STRESS – defined as a physical or psychological stimuli such as very high heat, public criticism, or another noxious agent or experience which, when impinging upon an individual, produces psychological strain or disequilibrium.  Stress is what you feel when you have to handle more than you are used to.  Your body responds as though you are in danger. It makes hormones that speed up your heart, make you breathe faster, and give you a burst of energy. This is called the fight-orflight stress response.  Some stress is normal and even useful. Stress can help if you need to work hard or react quickly. For example, it can help you win a race or finish an important job on time.  Stress is the sum total of wear and tear of the person.  Stress is your life energy to feel, think and act-seeking to express itself.  Stress is linked o every common disease.  Stress is produced by change, the disruption of homeostatic equilibrium.  Stress helps people to respond to the positive and negative demands of their lives.  Stress provides a challenge that fosters growth and learning.  Stress behaviour depends of how the source of arousal is cognitively appraised.  Biological stress is the nonspecific response of the body to any demand made upon it.  Stress is the difference between what we have and what we want.  Stress is your life energy to feel, think and act-seeking to express itself. STRESSORS • Are any event or situation that induces emotional distress in a given patient. It consists of two theories: – External – based on physical, social, organizational, major life events and daily hassles. – Internal – based on lifestyle choices, negative self talk, mind traps and stressful personality traits. CAUSES OF STRESS • You may feel stress when you go on a job interview, take a test, or run a race. These kinds of short-term stress are normal. • Long-term (chronic) stress is caused by stressful situations or events that last over a long period of time. 1. 2. 3. 4. 5. 6.

Social or Family Occupational Educational Health Financial Environment

SIGNS OF STRESS • Persistent, intense depression • Chronic sleeping problems • Over-eating or persistent weight problems • Sexual problems • Frequent illness • Mental confusion • Outbursts of violence • Persistent family conflict • Excessive drinking or drug use jso,rn09

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IDEAS IN COPING WITH STRESS • Accepts facts that there are things you cannot change! • When feeling under stress, stop and ask yourself why this situation is stressful. • Rank your concerns according to importance; then take one hurdle at a time. It is difficult to deal with everything at once. • It often helps to share your concerns with an objective person; someone you trust and respect. Do not keep it all inside! • Stay active. Do something for others, it helps to take your mind off yourself When uptight, work off the tension by some structured activity, athletics is often effective, • Balance work and play by taking breaks during the day, Allow yourself time to relax. • Practice relaxation techniques (deep breathing, positive imagery, and muscle relaxation) • Avoid self-medication. Pills, booze, etc are not the answer; they do not teach you how to cope! • Seek professional guidance if you are not satisfied with your progress. WAYS TO DEAL WITH STRESS: • Stay strong and healthy. A healthy lifestyle helps you prevent stress. • Use stress management practices. Certain tools can help you cope with stress when it does happen. • Always keep your words soft and sweet, just in case you have to eat them. • Always read stuff that will make you look good if you die in the middle of it. • Drive carefully. It’s not only cars that can be recalled by their maker. • If you can’t be kind, at least have the decency to be vague. • If you lend someone and never see that person again, it was probably worth it. • It may be that your sole purpose in life is simply to serve as a warning to others. • Never buy a car you can’t push. • Never put both feet in your mouth at the same time, because then you won’t have a leg to stand on. • Nobody cares if you can’t dance well. Just get up and dance. • When everything’s coming your way, you’re in the wrong lane. • Birthdays are good for you. The more you have, the longer you live. We could learn a lot from crayons. Some are sharp, some are pretty and some are dull, in different colours, but they all have to live in the same box. HOW 1. 2. 3. 4. 5. 6.

TO MANAGE STRESS: Become aware of your stressors and your emotional and physical reactions. Recognize what you can change. Reduce the intensity of your emotional reactions to stress. Learn to moderate your physical reactions to stress. Build your physical reserves. Maintain your emotional reserves.

TIPS FOR A LESS-STRESSED WORKDAY: 1. Alter your physical environment 2. Tackle excess noise 3. Cut down on the caffeine 4. Think about your interaction with your surroundings 5. Allow time for some fresh, un-circulated air. 6. Rest up. 7. Learn some desk exercises 8. Don’t become a slave to e-mail and other time wasters. 9. Don’t go hungry. TOP 5 STRESS MANAGEMENT MISTAKES jso,rn09

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Mistake Mistake Mistake Mistake Mistake

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Poor Calendar Habits Clutter Perfectionism Self – “Treatment” Following Others’ Expectations

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STRATEGIES FOR STRESS MANAGEMENT • Associate with people whom you enjoy and supports you. • Learn and practice relaxation or meditation skills. • Engage in a vigorous physical exercise that is convenient and pleasurable. Sometimes it helps to get a friend to exercise with you. • Don’t let one thing dominate you, such as school work, relationships, jobs, sports, etc. • View life as challenges to seek, not obstacles to avoid. • Take responsibility for your life and your feelings, but never blame yourself. • Maintain a reasonable diet and sane sleep habits. • Avoid the use of sleeping pills, tranquilizers, and other drugs to control stress. • Protect your personal freedoms and space. Do what you want and feel, but respect the rights of others. Don’t tell others what to do, but if they intrude, let them know. • Find a time and place each day where you can have complete privacy. • Take time off from others and pressures. Short time-outs during the day can help improve efficient functioning the rest of the day. • Don’t drift along in troublesome and stressful situations or relationships. • Take action to change rather than trying to avoid the problem. Taking chances is the key to emotional well-being. • Surround yourself with cues from positive thoughts and relaxation. • Review your obligations from time to time and make sure they are still good for you. If they’re not, let them go. • Open yourself to new experiences. Try new things, new foods, new places. • When worries start to build up, talk to someone. Personal problems that can cause stress include:  Your health, especially if you have a chronic illness such as heart disease, diabetes, or arthritis.  Emotional problems, such as anger you can't express, depression, grief, guilt, or low self-esteem.  Your relationships, such as having problems with your relationships or feeling a lack of friendships or support in your life.  Major life changes, such as dealing with the death of a parent or spouse, losing your job, getting married, or moving to a new city.  Stress in your family, such as having a child, teen, or other family member who is under stress, or being a caregiver to a family member who is elderly or who has health problems. Conflicts with your beliefs and values. For example, you may value family life, but you may not be able to spend as much time with your family as you want. Social and job issues that can cause stress include:  Your surroundings. Living in an area where overcrowding, crime, pollution, or noise is a problem can create chronic stress.  Your job. Being unhappy with your work or finding your job too demanding can lead to chronic stress. Learn how to manage job stress.  Your social situation. Being poor, feeling lonely, or facing discrimination based on your race, gender, age, or sexual orientation can add stress to your life. EFFECTS OF STRESS  Stress causes changes in your body. It also affects your emotions.  Common symptoms of stress include:  A fast heartbeat.  A headache.  A stiff neck and/or tight shoulders.  Back pain. jso,rn09

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Fast breathing. Sweating, and sweaty palms. An upset stomach, nausea, or diarrhea. Over time, stress can affect your: Immune system. Constant stress can make you more likely to get sick more often. Heart. Stress is linked to high blood pressure, abnormal heartbeat (arrhythmia), blood clots, and hardening of the arteries (atherosclerosis). It's also linked to coronary artery disease, heart attack, and heart failure. Muscles. Constant tension from stress can lead to neck, shoulder, and low back pain. Stress may make rheumatoid arthritis worse. Stomach. If you have stomach problems, stress can make your symptoms worse. Reproductive organs. Stress is linked to low fertility, erection problems, problems during pregnancy, and painful menstrual periods. Lungs. Stress can make symptoms of asthma and chronic obstructive pulmonary disease (COPD) worse. Skin. Skin problems such as acne and psoriasis are made worse by stress.

How stress affects your thoughts and emotions  Feel cranky and unable to deal with even small problems.  Feel frustrated, lose your temper more often, and yell at others for no reason.  Feel jumpy or tired all the time.  Find it hard to focus on tasks.  Worry too much about small things.  Feel that you are missing out on things because you can't act quickly.  Imagine that bad things are happening or about to happen. TYPE OF STRESS  Acute (short-term) stress is the body's instant response to any situation that seems demanding or dangerous. Your stress level depends on how intense the stress is, how long it lasts, and how you cope with the situation.  Chronic (long-term) stress is caused by stressful situations or events that last over a long period of time. This could include having a difficult job or dealing with a chronic disease. If you already have a health problem, stress can make it worse. LEVELS OF STRESS • EUSTRESS or positive/good stress – occurs when your level of stress is high enough to motivate you and move you into action to get things accomplished. • DISTRESS or negative stress – occurs when your level of stress is either too high or too low and your body and/or mind begin to respond negatively to the stressors. STAGES OF STRESS • ALARM STAGE – as you begin to experience a stressful event, psychological changes occur in your body. This experience or perceptions disrupts your body’s normal balance and immediately your body begin to respond to the stressor(s) as quickly as possible. (E.g. Cardiac – increased heart rate; Respiratory – increased respiration; Skin – decreased temperature; Hormonal – increased stimulation of adrenal genes which produces an adrenal rush.) • RESISTANCE STAGE – during this stage, your body tires to cope or adapt to the stressors by beginning a process of repairing any damage the stressor has caused. There will be noticeable changes in you so it is important to examine their feedbacks to make sure you do not reach overload. (E.g. Behaviour indicators include: lack of enthusiasm for family, school, work or life in general, withdrawal, change in eating habits, insomnia, hypersomnia, anger, fatigue. Cognitive Indicators include: poor problem solving, confusion, nightmares, jso,rn09

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hyper-vigilance. Emotional indicators include: Tearfulness, fear, anxiety, panic, guilt, agitation, depression, and overwhelmed). EXHAUSTION STAGE – during this stage, the stressor is not being managed effectively and the body and mind are not able to repair the damage. (E.g. Digestive disorders, withdrawal, headaches, tension, insomnia, loss of temper.)

JOB STRESS  Job stress comes in different forms and affects your mind and body in different ways.  Look for these signs of job stress:  Headaches  Trouble sleeping  Problems concentrating  Short temper  Upset stomach  Job dissatisfaction and low morale WHAT CAUSES JOB STRESS? • Lack of control. Feeling as if you have no control over your work or job duties is the biggest cause of job stress. People who feel like they have no control at work are most likely to get stress-related illnesses. • Shelly is responsible for putting together a report that her boss must deliver at a 4 p.m. meeting. She's been waiting all day for the notes and numbers she needs. Shelly finally gets the notes from her boss at 3:15p.m. and rushes to prepare the report and charts and to make copies in time. She gets it done, but she feels mad and resentful. This is the third time this week that this has happened. • Increased responsibility. Taking on extra duties in your job is stressful. You can get more stressed if you have too much work to do and you can't say no to new tasks. • John volunteers for every new project, because he heard that's the best way to get promoted. But the tasks are starting to pile up, and he's feeling overwhelmed. He knows he can't really manage one more thing. But this morning, John's boss asked him to take on another project, and John agreed. Now he's more worried than ever about getting everything done. • Job satisfaction and performance. Do you take pride in your job? If your job isn't meaningful, you may find it stressful. Are you worried about doing well at work? Feeling insecure about job performance is a major source of stress for many people. • Raoul has worked in his new job for 8 months. He thinks he is doing well. But his boss doesn't say much, so Raoul isn't sure. He wonders if he's on the right track, but he's afraid to ask. • Uncertainty about work roles. Being unsure about your duties, how your job might be changing, or the goals of your department or company can lead to stress. If you report to more than one boss, juggling the demands of different managers can also be stressful. • Rosa's old manager was promoted. Now Rosa is working for someone new. She's heard that the new boss plans to "shake things up" in her department. The new boss just hired Emily, whose job seems to be the same as Rosa's. Rosa worries about what this means for her. • Poor communication. Tension on the job often comes from poor communication. Being unable to talk about your needs, concerns, and frustrations can create stress. • A new job with more responsibility and better pay just opened up in Jill's department. Jill knows she can do this job. And she's been with the company longer than anyone else on her team. She waits for her manager to ask if she is interested. But after several weeks, a coworker is promoted to the new job. Jill feels hurt and angry, but she doesn't say anything. • Lack of support. Lack of support from your boss or coworkers makes it harder to solve other problems at work that are causing stress for you.

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Jeff works in a busy office answering customer complaint calls all day. It would be easier to handle all the calls if he could at least trade tips with his coworkers. But everyone else is busy too. His coworkers never make it out of their cubicles during the day, even to let off a little steam. Poor working conditions. Unpleasant or dangerous physical conditions, such as crowding, noise, or ergonomic problems, can cause stress. • Sonya is exposed to constant noise at work. She wears earplugs, but at the end of her shift her ears are ringing. She often comes home with a headache. •

•

WHAT TO DO WITH JOB STRESS (YOU AND YOUR BOSS)  Meet with your manager at least once a year (every 3 or 6 months is even better) to talk about your job and your performance. If a performance review is already part of your job, treat it as a chance to clear up issues that may be causing stress for you.  Here are some questions to ask:  What is expected of me in this job?  Where is this company going? How do I fit into that plan?  How am I doing? What are my strengths? How can I improve?  What can I expect from you if there's a problem with my work or my job?  If I continue to do well, how and when can I expect to be rewarded? STRESS 101: REDUCING STRESS BY BEING ASSERTIVE • What is assertive communication? • Assertive communication means speaking up for yourself in a thoughtful, tactful way. Being assertive helps you express yourself about things that matter to you. This reduces stress by helping you feel more in control of a situation. OTHER TYPES OF COMMUNICATION  In passive communication, you may not express your opinions, feelings, and needs. You may be uncomfortable speaking your mind, especially when you are with supervisors or people you see as important. When you are passive, you don't take part in decisions that affect you, or you don't take a stand on issues that are important to you. Being passive can make you feel like you have no control over a situation. Feeling a lack of control leads to stress.  In aggressive communication, you honestly state your opinions, feelings, and needs, but you do it at the expense of others. You may be seen as rude or demanding. And being aggressive often offends others. Their negative reaction can lead to stress for everyone. WHY           

IS IT IMPORTANT TO BE ASSERTIVE? Being assertive helps you communicate in a healthy way. It helps you stand up for yourself without offending others. It helps you feel more in control of a situation. You have the satisfaction of knowing that you can express your feelings and opinions honestly with others. Be more comfortable with supervisors at work. Find that your views are more respected. Be more effective in having your needs met. Feel more confident about asking others for help. Feel less angry toward others. Find that you are more comfortable with saying "no.“ And being assertive can reduce stress.

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Get organized.Keep track of your projects and deadlines by making a list of what's urgent. Decide what matters most and what can wait.  5 S in the Workplace:  Sort through all items and remove unneeded items  Set in Order all remaining items, set limits, create temporary location indicators  Shine or clean everything and use cleaning as inspection  Standardize the first 3 S’s by implementing visual displays and controls  Sustain the gains through self-discipline, training, communication, and total employee involvement  Don't put things off. Use a schedule planner to plan your day or week. Just seeing on paper that there is time to get each task done can help you get to work. Break a large project into small steps, and set a deadline for each one.  Learn to say "no." Don't overcommit yourself. If you take on too much, you're creating stress.  Focus. Do one thing at a time. In some cases, you can do two things at a time. But if you start to feel stressed, go back to doing one thing at a time.  Concentrate. Try to limit distractions and interruptions. Ask others to give you a block of time when you are not disturbed.  Delegate. Ask someone else to take on a task. It's not always important to have all the control. STRESS 102: REDUCING STRESS BY MANAGING YOUR TIME • Time management means taking control of your activities, duties, and commitments. • It helps you decide which things are urgent and which can wait. THREE PARTS TO TIME MANAGEMENT  PRIORITIZE TASKS - Make a list of all your tasks and activities for the day or week.  LABEL THEM:  Urgent tasks are those that must be done right away to avoid a major problem, such as paying the electric bill today because your electricity will be turned off tomorrow. Many people never deal with important things until they become urgent. This approach always leads to stress.  Important tasks are those that are meaningful or important to you, such as spending time with your family, helping friends, or getting exercise. They are also tasks you must do to avoid a problem, such as paying bills or meeting a deadline at work.  Not important tasks are ones that don't need to be done or that aren't important to you.  CONTROL PROCASTINATION  The more stressful or unpleasant a task, the more likely you are to put it off.  Tips for controlling procrastination:  Structure your time. Use a day planner or notebook to plan your day or week. Just seeing on paper that there is a time to get your tasks done can help you get to work. For shorter projects, use a timer or alarm clock to help you stick with your plan.  Break up large tasks. If you know that you won't be able to focus on a project for 3 hours, break up your work into 1-hour blocks over 3 days. It's easier to face an unpleasant task if the time you are giving is brief.  Create short-term deadlines. Short-term deadlines will help you make a habit of meeting deadlines. It will also force you to get things done. That way, when the long-term deadline does arrive, you won't have as much pressure and work built up.

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Avoid perfectionism. If you demand perfection, you might not even start a task because you're worried it won't be perfect. Doing your best is fine. Giving yourself enough time to do your best will reduce stress. You may still slip up sometimes and find yourself putting things off. That's okay. Don't blame yourself. Confidence and positive thinking can help you get back on track. MANAGE YOUR COMMITMENTS • Letting go of a commitment doesn't mean giving up. It means learning what's important to you, recognizing that you have limits, and deciding how you want to spend your time. Tips for letting go: • Don't commit to things that are not important to you. • When you want or need to let go of something, imagine tying it to a helium balloon, releasing the balloon, and watching it float away. • Accept that your life is a "work in progress." You don't have to finish every project or meet every goal in your life by tomorrow or even next week. If one of your goals is less important, you can work on it later in your life. When you are ready to commit: • Do it. Give yourself to a new commitment as fully as you can. • Be responsible. Take your commitment seriously. Don't back out of obligations. • Open up. Be open to new ideas and suggestions, and be ready to learn.

WHAT TO DO WITH JOB STRESS (TAKE CARE OF YOURSELF)  Make time for you. Leave your job at the office, even if your office is a room in your home. Leave your cell phone at work if you can, or decide not to answer it during times you've set aside for you and your family. Don't check work e-mail at home.  Stay positive. Remember that everyone has good days and bad days at work.  Practice breathing and relaxation techniques. You can do these at home or in a quiet place at work.  Reward yourself. When you finish a difficult task, celebrate. Enjoy a snack at your desk, or—if your job permits—take a short walk or visit with a coworker.  Schedule time for fun. If you spend every second of your day getting things done, you may resent never having time for yourself. If your employer offers a flexible work schedule, use it in a way that fits your work style. Go into work earlier and take a longer break at lunch to make time for a yoga class or a walk. SETTING A GOAL TO REDUCE JOB STRESS • Identify what's creating stress . • Why you want to reduce stress. • Set a goal. EXAMPLE 1 – SHELLY • Shelly's long-term goal is to reduce stress by managing her frustration over things she can't control at work. Her short-term goal is to learn to do deep breathing and relaxation exercises when she gets stressed. She'll try it the next time her boss hands her a lastminute project. EXAMPLE 2 – JILL • Jill’s long-term goal is to reduce stress by speaking up at work and expressing her interests and ideas more effectively. Her short-term goal is to practice being more assertive. When she’s ready, she'll contribute an idea at a department meeting. EXMAPLE 3 – RAOUL • Raoul’s long-term goal is to reduce stress by having a better understanding of what’s expected of him at work. His short-term goal is to find out how he is doing now. He plans to schedule a meeting with his boss to talk about his performance and how he can improve. EXAMPLE 4 – JOHN jso,rn09

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John’s long-term goal is to reduce stress by learning to say “no” to projects he doesn't have time to handle. His short-term goal is to get organized and prioritize the projects he has now. He is going to make a list of all of his work and then prioritize the tasks that are most important.

SETTING A GOAL TO REDUCE JOB STRESS • Think about what might get in your way. • Get support from friends and family in your efforts to reduce job stress. 12 WAYS TO STAY ON TOPOF STRESS • Exercise. If you have to work out, then go take a brisk walk and get that blood flowing. It isn't about working out to lose weight -- it's about being healthy and staying sane. • Eat the real stuff. Put things in your mouth that are going to support your immune function and keep you levelheaded. • Notice. Recognize the situations that cause the stress and notice them coming your way. You have a better shot at fending off the full effects of the stress when you can anticipate it. • Get it off your chest. Talk to a friend or partner about the stress. Sometimes just getting it off your chest can help unload some of the burden. • Keep your sense of humor. If you do have the chance to talk about it, try to see the irony and humor in the wacky bits. • Stay grateful. Make a habit of saying thank you. You will notice the sunny spots a lot more often, and not just the gray skies and storms. • Ask, "What's the hurry?" Have some fun. We're always so busy going somewhere, we miss just enjoying the moment. If an opportunity comes your way to do something fun, take it. • Take a deep breath. When you feel the stress getting to you, take a moment. Get away, even if it's just for an hour, to be with yourself and your thoughts. Find the peace and the silence. • Keep it simple. Simplify where you can. • Turn off the TV. A lot of it is bad news anyway, and it robs us of hours that we could use to be getting other things done. • Sleep. If you're rested, you have a better shot at handling things. • Drink water. Hydrate with water. Help your entire system function better just by drinking enough water.

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STUDENT STRESS RATING SCALE The following are events that occur in the life of a college student. Place a check in the left-hand column of each of those events that has happened to you during the last 12 months. ____ Death of close family member – 100 points ____ Jail Term – 80 points ____ Final year or first year in college – 63 points ____ Pregnancy (To you or caused by your) – 60 points ____ Sever personal illness or injury – 53 points ____ Marriage – 50 points ____ Any interpersonal problems – 45 points ____ Financial difficulties – 40 points ____ Death of a close friend – 40 points ____ Arguments with your roommate (more than every other day) – 40 points ____ Major disagreements with your family – 40 points ____ Major change in personal habits – 30 points ____Change in living environment – 30 points ____ Beginning or ending job – 30 points ____ Problems with your boss or professor – 25 points ____ Outstanding personal achievement – 25 points ____ Failure in some course – 25 points ____ Final Exams – 20 points ____ Increased or decreased dating – 20 points ____ Changes in working conditions – 20 points ____ Changes in your sleeping habits – 18 points ____ Several-day vacation – 15 points ____ Change in eating habits – 15 points ____ Family reunion – 15 points ____ Change in recreational activities - 15 points ____ Minor illness or injury – 15 points ____ Minor violations of the law – 11 points Score: __________ INTERPRETING YOUR SCORE • • •

Less than 150 points – relatively low stress level in relation to life events 150 – 300 points – borderline range Greater than 300 points – high stress in relation to life events

“I’m in Control” DISTRESS RELIEF STRATEGIES Feeling good about yourselves can be an effective buffer against stress. Eliminate unnecessary worries. Most worries are either passed on to us by another or conjured up in our imagination. GET PHYSICAL 1. Relax neck and shoulder 2. Take a stretch 3. Get a massage 4. Exercise GET MENTAL 1. Count to 10 2. Control your thoughts 3. Fantasize 4. Congratulate yourself jso,rn09

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5. Ignore the problem if appropriate, after evaluation 6. Perform self maintenance 7. Talk to a counselor GET SPIRITUAL 1. Meditate 2. Pray 3. Remember your purpose USE YOUR BODY and MIND TOGETHER 1. Take a break 2. Get hug therapy 3. Try progressive relaxation 4. Try yoga 5. Try aroma therapy 6. Laugh DEVELOP NEW SKILLS 1. Prioritize daily tasks 2. Learn something 3. Practice a hobby

CONFLICT MANAGEMENT Conflict Management – refers to the variety of ways by which people handle grievances – clashes of right and wrong. It includes such diverse phenomenon as gossip, ridicule, lynching, terrorism, warfare, feuding, genocide, law, mediation and avoidance. •

Conflict is any unresolved issues in an organization.

Basic of Conflict Management: Conflict is when two or more values, perspective and opinions are contradictory in nature and haven’t been aligned or agreed about yet, including: 1. Within yourself when you’re not living according to your values; 2. When your values and perspective are threatened or 3. Discomfort from fear of the unknown or from lack of fulfilment. Conflict is often needed. It: 1. Helps to raise and address problems 2. Energizes work to be on the most appropriate issues 3. Helps people “be real”, for example, it motivates them to participate. 4. Helps people learn how to recognize and benefit from their difference. KINDS OF CONFLICT • DYSFUNCTIONAL CONFLICT – Hinders job performance and upsets personal psychological functioning. – FUNCTIONAL CONFLICT – Responsive and innovative aiding in creativity and viability. TYPES • • • •

OF CONFLICT Within an individual. Between two individuals. Within a team of individuals. Between two or more teams within an organization.

CONFLICT IS A PROBLEM WHEN IT: • Hampers productivity. • Lowers morale. • Causes more and continued conflicts. jso,rn09

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•

Causes inappropriate behaviour.

CAUSES OF CONFLICT  There is a perceived breach of faith and trust between individuals.  There is unresolved disagreement that has escalated to an emotional level.  There is miscommunication leading to unclear expectations.  Personality clashes.  There are differences in acquired values.  There is underlying stress and tension.  Ego problems. 1. 2. 3. 4.

Conflict Conflict Conflict Conflict

of of of of

aims – different goals ideas – different interpretations attitudes – different opinions behavior – different behaviors are unacceptable

CAUSES OF WORKPLACE CONFLICTS 1. Poor communications 2. The alignment or the amount of resources is insufficient 3. “Personal chemistry”, including conflicting values or actions among managers and employees. 4. Leadership problems, including inconsistent, missing, too-strong or uninformed leadership. STRUCTURES TO MINIMIZE CONFLICTS 1. Regularly review job descriptions 2. Intentionally build relationships with all subordinates 3. Get regular, written status reports 4. Conduct basic training about 5. Develop procedures for routine tasks and include the employees’ input 6. Regularly hold management meetings, for example, every month, to communicate new initiatives and status of current programs. 7. Consider an anonymous suggestion box in which employees can provide suggestions. HOW TO MANAGE A CONFLICT WITHIN via “CORE PROCESS” 1. Name the conflict 2. Get perspective 3. Pick at least one thing you can do about the conflict 4. Then do something 5. Know what you don’t like about yourself, early on in your career 6. Manage yourself 7. Move the discussion to a private area, if possible 8. Give the other person time to vent. 9. Verify that you’re accurately hearing each other 10. Repeat the above step, this time for them to verify that they are hearing you. 11. Acknowledge where you disagree and where you agree. 12. Work the issue, not the person. When they are convinced that you understand them. 13. If possible, identify at least one action that can be done by one or both of you. 14. Thank the person for working with you. 15. If the situation remains a conflict, then conclude.

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WHY CONFLICT ARISES Type “A” Personality v.s Type “B” Personality Type “A” Personality • Highly competitive • Strong Personality • Restless when inactive • Seeks promotion punctual • Thrives on deadlines • Make jobs at once Type “B” Personality • Works methodically • Rarely competitive • Enjoys leisure time • Does not anger easily • Does job well but doesn’t need recognition • Easy-going AGGRESSIVE PEOPLE • Body Language o Stiff and straight o Points, bangs tables to emphasize points o Folds arms across body • Verbal Language o “I want you to…” o “You must…” o “Do what I tell you!” o “You’re stupid!” Aggressive people are basically insecure… Try to avoid them. SUBMISSIVE PEOPLE • Body Language o Avoids eye contact o Stooped posture o Speaks quietly o Fidgets • Verbal Language o “I’m sorry” o “It’s all my fault” o “Oh dear” Submissive people have a great sense of inferiority ASSERTIVE PEOPLE • Body Language o Stand straight o Appears composed o Smiles o Maintains eye contact • Verbal Language o “Let’s” jso,rn09

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o o o

“How shall we do this?” “I think...What do you think?” “I would like...”

STAGES OF CONFLICT • Conflict arises • Positions are stated and hardened • Actions, putting into action their chosen plan • Resolution??? PREVENTING CONFLICT • Assess positive and negative personality traits of people involved • Determined personality type o Aggressive o Submissive o Assertive • Assess if people are introvert or extroverts... • Review past conflicts • Assess communication skills of those involved • Read body language of participations • Try to reduce conflict o Realize that communication is colored by personal experience, beliefs, fear, prejudices o Try to be neutral o Plan the timing and place of the conversation o Realize that outside stress may add to confrontation o Eliminate/reduce external interruptions • Manage the language used o Neutral vs. Loaded words o Reduce technical language o Allow for cultural differences in language o Words may have different meanings for different people...ask them to elaborate AIDS TO COMMUNCATION • Listen Actively • Relax • Observe body language • Develop interest in others interests • Ask for clarification • Plan what you are going to say • Tailor words to person • Determine the best timing • Determine the best place • Why is the conversation necessary RESOLVING CONFLICT  CALM YOURSELF  Take a deep breath, say relax. ▪ Clears thinking, models control.  RESTORE ORDER  Take a time out. ▪ Stops the fight, contains the damage. jso,rn09

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









HEAR THIER STORIES  Help me understand your concern. ▪ Gathers information, defuses tension. LISTEN CAREFULLY  Eye contact, don’t interrupt. ▪ Honors the need to be heard. GENERATE SOLUTIONS  How could we resolve this? ▪ Moves form accusations to solutions AGREE ON A SOLUTION  Would this work for you? ▪ Moves to resolution, brings closure. TEST FOR SATISFACTION  Are you sure this will work for you? ▪ Assures clear communication.

PERSONALITIES WHO CAUSE CONFLICT  Aggressor  Passive  Absentee  Error prone  Negative attitude  Chatterbox  Do nothing  Unreliable  Time waster  Resentful persons • • •

CONFLICT MANAGEMENT IS THE RESPONSIBILITY OF ALL EMPLOYEES. UNDERSTANDING YOUR STYLE CAN ASSIST IN WORKING WITH OTHERS. ALL STYLES HAVE THEIR PLACE, BUT COLLABORATION IS BEST FOR MOST WORK SITUATION.

WAC ‘EM METHOD • What’s bothering you? • Ask what you want a person to do. • Check in to see if what you’ve ask for can happen. AVOID STRESS AND CONFLICT via “Learning 13 Signs of Burnout” 1. Chronic fatigue – exhaustion, tiredness, a sense of being physically run down 2. Anger at those making demands 3. Self-criticism for putting up with demands 4. Cynicism, negativity, and irritability 5. A sense of being besieged. 6. Exploding easily at seemingly inconsequential things 7. Frequent headaches and gastrointestinal disturbances 8. Weight loss or gain 9. Sleeplessness and depression 10. Shortness of breath 11. Suspiciousness 12. Feelings of helplessness 13. Increased degree of risk taking jso,rn09

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DISTINGUISHING DEFENSE vs. COPING MECHANISMS In Conflict Management USUAL DEFENSE COPING STRATEGY 1. Repression (Blocking Out) Letting go of the past 2. Denial (refusal to accept) Maintain hope for the better 3. Displacement (take it out on Take it out on a punching others) bag 4. Projection (Blaming others) Help others get over it 5. Rationalization (Excuses) Re-structure the incident EFFECTIVE CONFLICT MANAGEMENT Functional Conflict – contributes to the achievement of the goal of the group or the organization. Functional conflict should be nurtured, if not encouraged. i.e. Promotion Dysfunctional Conflict – impedes the organization from accomplishing its goals. Dysfunctional conflict should be reduced or removed. The Nature of Conflict May Change •

Conflict that is functional in one group or organization may be dysfunctional in another group or organization.

•

Or the nature of the conflict requirements of a group or organization may change with time.

Philosophies of Conflict Management 1. Traditional Philosophy: All conflicts are negative and potentially destructive for the organization. Conflict should be eliminated. 2. Behavioral Philosophy: Conflict is inevitable in organizations and should be accepted as a part of organization life. 3. Interactionist Philosophy: a. Conflict is essential to the survival of the organization. b. Conflict should not only be accepted but encouraged in organization. c. Effective conflict management includes both stimulation and reduction of conflict. d. Conflict management is a major responsibility of the manager. CAUSES OF CONFLICT • Personal Differences • Informational Deficiency • Role Incompatibility • Environmental Stress o Scarcity o Uncertainty STYLES OF CONFLICT MANAGEMENT Approach Forcing

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Objective Get your way.

Your Posture “I know what’s right. Don’t question my judgment or authority.”

Supporting Rationale It is better to risk causing a few hard feelings than to abandon a position you are committed to.

Likely Outcome You feel vindicated, but other party feels defeated and possibly humiliated.

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Avoiding

Avoid having to deal with conflict.

“I’m neutral on that issue. Let me think about it.”

Disagreements are inherently bad because they create tension.

Accommodating

Don’t upset the other person.

“How can I help feel good about this encounter? My position isn’t so important that it is worth risking bad feelings between us.”

Maintaining harmonious relationships should be our top priority.

Compromising

Reach an agreement quickly.

“Let’s search for a mutually agreeable solution.”

Prolonged conflicts distract people from their work and engender bitter feelings.

Collaborating

Solve the problem together.

“This is my position. What is yours? I’m committed to finding the best possible solutions.”

The positions of both parties are equally important (though not necessarily equally valid). Equality emphasis should be placed on the quality of the outcome and the fairness of the decision-making.

Interpersonal problems don’t get resolved, causing long-term frustration manifested in a variety of ways. Other persons is likely to take advantage of you.

Participants become conditioned to seek an expedient, rather than effective solution. Participants find an effective solution.

SUMMARY

• • •

Conflict management is the responsibility of all employees. Understanding your style can assist in working with others. All styles have their place, but collaboration is best for most work situations.

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