4 delegation and conflict

• Criteria for delegation to unlicensed personnel frequently recur in the daily care of a client or group of clients.
• Procedures involving unlicensed personnel are performed according to an established (standardized) sequence of steps.
• Procedures involving unlicensed personnel involve little or no modification from one client-care situation to another.
• Procedures involving unlicensed personnel may be performed with a predictable outcome.
• Procedures involving unlicensed personnel do not inherently involve ongoing assessment, interpretation, or decision making which cannot be logically separated from the procedure(s) itself.
• Procedures involving unlicensed personnel do not endanger the health or well-being of clients.
• Procedures involving unlicensed personnel are allowed by agency policy/procedures.
• Conflict is generally defined as the internal or external discord that results from differences in ideas, values, or feelings between two or more people.
• Conflict is neither good nor bad, and it can produce growth or destruction, depending on how it is managed.
• Intergroup conflict occurs between two or more groups of people, departments, and organizations.
• Intrapersonal conflict occurs within the person.
• Interpersonal conflict happens between two or more people with differing values, goals, and beliefs and may be closely linked with bullying, incivility, and mobbing.
• Bullying is repeated, offensive, abusive, intimidating, or insulting behaviors; abuse of power; or unfair sanctions that make recipients feel humiliated, vulnerable, or threatened, thus creating stress and undermining their self-confidence.
• Incivility is behavior that lacks authentic respect for others that requires time, presence, willingness to engage in genuine discourse and intention to seek common ground.
• The very least for which a person will settle in negotiation is often referred to as the bottom line.
• Smoothing in conflict resolution involves one party attempting to pacify the other party or to focus on agreements rather than differences.
• Negotiation is psychological and verbal.
• The effective negotiator always appears calm and self-assured.
• Cooperating in conflict resolution involves one party sacrificing his or her beliefs and allowing the other party to win.
• Collaborating in conflict resolution involves all parties setting aside their original goals and working together to establish a supraordinate or priority common goal.
• Good time management skills allow an individual to spend time on things that matter.
• Avoiding in conflict resolution involves parties involved being aware of a conflict but choosing not to acknowledge it or attempt to resolve it.
• Collective bargaining involves activities occurring between organized labor and management that concern employee relations.
• When bullying, incivility, and mobbing occur in the workplace, this is known as workplace violence.
• Competing in conflict resolution involves one party pursuing what it wants at the expense of the others.
• Compromising in conflict resolution involves each party giving up something it wants.
• Time management is making optimal use of available time.
• Mobbing occurs when employees “gang up” on an individual.
• Time wasters include technology, socializing, paperwork overload, a poor filing system, and interruptions.
• Negotiation in conflict resolution involves each party giving up something, and the emphasis is on accommodating differences between the parties.
• Conflict resolution strategies include compromising, competing, cooperating, smoothing, and avoiding.
• Management that is perceived to be deaf to the workers’ needs provides a fertile ground for union organizers, because unions thrive in a climate that perceives the organizational philosophy to be insensitive to the worker.