CONTROLLING o Acceptance by employees.

Employee
involvement in the design of controls
Controlling
can increase acceptance.
• According to Fayol, this is the final element of o Availability of information when
management which focus on verifying whether needed. Deadlines, time needed to
everything occurs in conformity with the plan complete the project, costs associated
adopted, the instruction issued, and principles with the project, and priority needs are
established. It has for its object to point out apparent in these criteria. Costs are
weakness and error in order to rectify them and frequently attributed to time
prevent recurrence. shortcomings or failures.
• Functions include performance appraisal, fiscal o Economic feasibility. Effective control
accountability, quality control, legal and ethical systems answer questions such as, “How
control, and professional and collegial control. much does it cost?” “What will it save?”
• A process of establishing performance standards or “What are the returns on the
based on the firm's objectives, measuring and investment?” In short, comparison of
reporting actual performance, comparing the the costs to the benefits ensures that the
two, and taking corrective or preventive action benefits of controls outweigh the costs.
as necessary. o Accuracy. Effective control systems
• Is directly related to planning. The controlling provide factual information that's
process ensures that plans are being useful, reliable, valid, and consistent.
implemented properly. o Comprehensibility. Controls must be
• Is the final link in the functional chain of simple and easy to understand.
management activities and brings the functions Controlling Process
of management cycle full circle.
• Is the process through which standards for Step 1. Establish Performance Standards. Standards are
performance of people and processes are set, created when objectives are set during the planning
communicated, and applied. process. A standard is any guideline established as the
basis for measurement. It is a precise, explicit statement
Principles of Controlling of expected results from a product, service, machine,
individual, or organizational unit. It is usually expressed
• The principle of uniformity ensures that control
numerically and is set for quality, quantity, and time.
is related to the organizational structure.
• The principle of comparison ensures that control a. Time controls relate to deadlines and time
is stated in terms of the standards of constraints.
performance, including past performance. In this b. Material controls relate to inventory and
sense, controlling means setting a mark and material-yield controls.
examining and explaining the results in terms of c. Equipment controls are built into the machinery
the mark. This called benchmarking. and imposed on the operator to protect the
• The principle of exception provides summaries equipment or the process.
that identify exceptions to the standards d. Cost controls help ensure cost standards are
met.
Characteristics of Good Control System
e. Employee performance controls focus on
• The management of any organization must actions and behaviors of individuals and groups
develop a control system tailored to its of employees. Examples include absences,
organization's goals and resources. tardiness, accidents, and quality and quantity of
Effective/good control systems share several work.
common characteristics. These characteristics f. Budgets control cost or expense-related
are as follows: standards. They identify quantity of materials
o A focus on critical points. For example, used and units to be produced.
controls are applied where failure g. Financial controls facilitate achieving the
cannot be tolerated or where costs organization's profit motive. One method of
cannot exceed a certain amount. The financial controls budgets. Budgets allocate
critical points include all the areas of an resources to important activities and provide
organization's operations that directly supervisors with quantitative standards against
affect the success of its key operations. which to compare resource consumption. They
o Integration into established processes. become control tools by pointing out deviations
Controls must function harmoniously between the standard and actual consumption.
within these processes and should not h. Operations control methods assess how
bottleneck operations. efficiently and effectively an organization's
transformation processes create goods and
 services. Methods of transformation controls 5. It highlights problems related to quality care and
include Total Quality Management (TQM) determines the areas that require priority
statistical process control and inventory attention.
management control. 6. It provides an indication of the costs of poor
i. Statistical process control is the use of statistical quality.
methods and procedures to determine whether 7. It justifies the use of resources.
production operations are being performed 8. It provides feedback for improvements.
correctly, to detect any deviations, and to find
Standards for Measuring Performance
and eliminate their causes.
Standards
Step 2. Measure Actual Performance. Supervisors collect
data to measure actual performance to determine • Are established criteria of performance,
variation from standard. Written data might include planning goals, strategic plans, physical or
timecards, production tallies, inspection reports, and quantitative measurements of products, units of
sales tickets. Personal observation, statistical reports, service, labor hour, speed, cost, capital, revenue,
oral reports, and written reports can be used to measure program, and intangible standards.
performance. Management by walking around, or • It is an acknowledged measure of comparison for
observation of employees working, provides unfiltered quantitative or qualitative value, criterion, or
information, extensive coverage, and the ability to read norm, a standard rule or test on which judgment
between the lines. While providing insight, this method or decision can be based.
might be misinterpreted by employees as mistrust. Oral
reports allow for fast and extensive feedback. Eight Categories of Standards

Step 3. Compare Measured Performance Against 1. Physical Standards

Established Standards. Comparing results with 2. Cost Standards
standards determines variation. Some variation can be 3. Capital Standards
expected in all activities and the range of variation - the 4. Revenue Standards
acceptable variance - must be established. Management 5. Program Standards
by exception lets operations continue as long as they fall 6. Goals As Standards
within the prescribed control limits. Deviations or 7. Intangible Standards
differences that exceed this range would alert the 8. Strategic Standards
supervisor to a problem. Three Types of Performance Standards
Step 4. Take Corrective Action. The supervisor must find 1. Standards on structure are those that focus on
the cause of deviation from standard. Then, he or she the structure or management system used by
takes action to remove or minimize the cause. If the the agency to deliver care. They include the
source of variation in work performance is from a deficit number and categories of nursing personnel,
in activity, then a supervisor can take immediate their education, personal and professional
corrective action and get performance back on track. qualities and proficiencies, their function,
Also, the supervisors can opt to take basic corrective physical facilities, and equipment.
action, which would determine how and why 2. Process standards refer to decisions and actions
performance has deviated and correct the source of the of the nurse relative to the nursing process
deviation. Immediate corrective action is more efficient, which are necessary to provide good nursing
however basic corrective action is the more effective. care. These include assessment, plan of care,
These steps must be repeated periodically until the nursing intervention.
organizational goal is achieved. 3. Outcome standards are designed to measure
the results of care in terms of changes in the
Reasons for Conducting Evaluation health status of clients served, changes in the
Evaluation plays an important role in quality and level of their knowledge, skills, and attitudes,
productivity improvement for several reasons. and satisfaction of those served including the
members of the nursing and health team.
1. Evaluation ensures that quality nursing care is
provided. Controlling Techniques
2. It allows for the setting of sensible objectives and 1. Nursing Rounds - It is an effective controlling
ensures compliance with them. technique for a manger to have planned nursing
3. It provides standards for establishing rounds. It can be placed on a schedule and can
comparisons. include all nursing personnel. It covers issues like
4. It promotes visibility and a means for employees patient care, nursing practice and unit
to monitor their own performance. management.
 2. Nursing Operating Instructions - These are performance and ratings that summarize how
policies which are used as standards for well the employee is doing. Successful appraisal
evaluation as well as controlling techniques. methods have clearly defined and explicitly
Standards can be developed to checklist. communicated standards or expectations of
3. Gantt Chart - A means of controlling production employee performance on the job.
which depicted a series of events essential to the
Purposes/Aims of Personal Appraisal
completion of a project or program. The main
goal is to complete each activity or phase before 1. Give feedback on performance to employees.
the projected date. 2. Identify employee training needs.
4. Nursing Audit - A detailed review and evaluation 3. Document criteria used to allocate
of selected clinical records by qualified organizational rewards.
professional personnel for evaluating quality of 4. Form a basis for personnel decisions-salary
nursing care. (merit) increases, promotions, disciplinary
actions, etc.
It is usually represented by a Nursing Audit Committee
5. Provide the opportunity for organizational
composed of representative from all levels of nursing
diagnosis and development.
staff. The Team designates an audit day in a week, but
6. Facilitate communication between employee
nurses do not know which unit should be audited so that
and administrator.
they will not deliberately change because they know that
7. Validate selection techniques and human
they are evaluated. The team utilizes process or outcome
resource policies to meet employment
criteria to evaluate nursing care.
opportunity requirements.
Quality Assurance
Methods of Measuring Performance
One of the elements in controlling plan which is essential
1. Anecdotal Notes: Anecdotal records are
in assuring that quality of care is maintained, and quality
objectives description of behavior recorded on
of care delivered.
plain paper or a form.
• It is the estimation of the degree of excellence in • The anecdotal record should include: (a)
patient health outcomes and in activity and a description of a particular occasion, (b)
other resource outcomes. a delineation of the behavior noted
including answers to the questions who,
Components of Quality Assurance Program
what, why, when, where, and how, and
1. Clear and concise written statements of (c) the evaluator’s opinion or
purpose, philosophy, and objectives. assessment of the incident or behavior.
2. Standards or indicators for measuring the quality • The notations should include who was
of care. observed, by whom, when, and where.
3. Policies and procedures for using such standards The notation comprises a description of
for gathering data. the setting or background and the
4. Analysis and reporting of the data gathered, with incident, and the interpretation and
isolation of problems. recommendations may be included. It is
5. Use of results to prioritize problems. advisable to make several brief
6. Monitoring of clinical and managerial observations over a time span to allow
performance and ongoing feedback to ensure for temporary variables and to identify
problems stayed solved. patterns of behavior.
7. Evaluation of quality assurance program.
2. Checklist: With the checklist, the manager can
Performance Appraisal categorically assess the presence or absence of
Also known as employee appraisal, is a method by which desired characteristics or behaviors. A checklist
the performance of an employee is evaluated, generally is a compilation of all nursing performances
in terms of quality, quantity, cost, and time. expected of a worker. They can be used for the
Performance appraisal is a part of career development. evaluation of nursing skills. It is advisable to list
only the behavior essential to successful
• Performance appraisals are a regular review of performance. The rater’s task is to mark the
employee performance within organization. appropriate column whether the worker does or
• A formal, structured system that compares does not show the desired behavior. A quick
employee performance to established glance at the completed form would reveal the
standards. Elements in performance appraisal overall quality of the nurse’s performance.
methods are tailored to the organization's
employees, jobs, and structure. They include 3. Ranking: In the simple ranking, the evaluator
objective criteria for measuring employee ranks the employees according to how he faced
 co-workers with respect to certain aspects of and professional growth and job satisfaction
performance or qualifications. because of the recognition from peers.
• In group rank-ordering, the supervisor • The peer evaluation process typically
places employees into a particular includes a review of an employee’s self-
classification such as “top one-fifth” and evaluation form (including short and
“second one-fifth”. If a supervisor has long tern goals), reference letters,
ten employees, only two could be in the committee work, special projects,
top fifth, and two must be assigned to additional education, and contribution
the bottom fifth. to nursing, a performance evaluation by
• In the individual ranking, the supervisor the nurse’s immediate manager, a
lists employees from highest to lowest. review of past performance, care plan
The difference between the top two and charting done by the nurse,
employees has assumed equivalent to assessment, observation of the nurse,
the difference between the bottom two interviews with clients, a summary of
employees. findings, a presentation of the findings,
and the recommendation to the nurse. It
4. Rating Scale: The rating scale method offers a is appropriate to allow the candidate
high degree of structure for appraisals. Each some agency time to prepare a review
employee trait or characteristic is rated on a folder. A leader is assigned to the nurse
bipolar scale that usually has several points to help clarify policy and procedures and
ranging from "poor" to "excellent" (or some to check the documents for
similar arrangement). completeness
• The traits assessed on these scales • A committee may be appointed, elected,
include employee attributes such as or randomly selected, but it should
cooperation, communication ability, represent a number of job titles and
initiative, punctuality, and technical wide variety of specialty area. The
(work skills) competence. members should be familiar with
committee responsibilities. The
5. Self-Appraisal (Self-Rating): Self-appraisal committee’s recommendations should
promotes dignity and self-respect. It is less be made by consensus, with dissenting
structured approach used in participative opinion recorded.
organization that promotes employee’s • Once the candidate has been evaluated,
acceptance of plan for improvement and uses there should be a peer review interview
the manager as a coach instead of a judge. for feedback. All feedback must be well
Personnel are the best source of information documented in the review materials.
about their work. Self-appraisal ensures that the The interview may provide recognition
person is prepared for the discussion, and it of outstanding performance,
increases the perception of fairness. Personnel identification of areas in which further
may be fearful of punishment, rate themselves development is required,
low to avoid disagreement with the boss or recommendations regarding learning
evaluate themselves high to influence the needs, and possibly a recommendation
supervisor. Employees undervalue their for classification.
achievement or feel uncomfortable giving
Principles of Effective Management of Performance
themselves high rating. If used alone, self-
Appraisal
appraisal could provide an inaccurate picture. If
the self-appraisal is not consistent with other In performing staff appraisal, the following principles are
available data, the manager should confront the suggested to be observed:
differences.
1. It should be simple & effective plan.
6. Peer Review (Peer Rating): Peer review is the 2. Procedures and uses of the plan should be
process whereby a group of practicing RNs understood by the line management.
evaluate the quality of another RN’s professional 3. Factors to be rated should be measurable and
performance. It provides feedback mechanism agreed on by the managers and subordinates.
for sharing ideas, comparing the consistency of 4. Raters should understand the purpose and
the nurse’s performance with standards, nature of the performance review.
recognizing outstanding performance and 5. Raters should understand the meaning of the
identifying areas in which further development dimensions rated including their relative
is required. This process can increase personal weights.
 6. Criticism should promote warmth and building systems, organizations encourage employees to
self-esteem both the rater and ratee. compete with one another. Teamwork is a
7. The Process should be organized. concept that must be learned and applied
8. Praise and suggestion should be done at the time throughout the organization.
of the event. 3. Employees are neither trained nor prepared to
9. Standards of performance should be set and negotiate shared areas of responsibility and
modified during the time of event. productivity gaps comfortably.
10. Performance standards should be valid, reliable 4. Supervisors may state their expectations of
and fair. employee job performance, but they usually do
11. Managers should be rewarded by good not know how to do so in a way that can be heard
performance evaluation skills. and understood effectively.
12. Professionally accepted procedures should be 5. Organizational problems and responsibilities are
used for job analysis. analyzed from individual or departmental
13. Use a fair employment posture committed to viewpoints, rather than from that of the
equal opportunity. organization. Good decisions are further
14. Measure work output, not habit and traits. undermined by a short-term, crisis approach to
15. Use multiple ratings including those of ratees’ problem-solving.
subordinates. 6. Managers would rather do the work themselves
than take responsibility for motivating others to
Problem Areas in Performance Evaluation
do their best work. To motivate each employee
The following are the three main problem areas: to contribute maximum productivity, managers
must demonstrate insight, dedication, and
1. Subordinates have not been motivated to want flexibility.
to change. 7. Executives need significant information from
2. Even when people recognize a need for a front-line employees to make good decisions.
change, they are unable to do so. Yet they seldom know how to ask for meaningful
3. Subordinates become resentful and anxious information, input, or feedback from employees.
when the merit system is implemented 8. Differences in personality, approach to tasks and
conscientiously. individual values create even more friction and
Conflict in Nursing Management tension than that caused by racial or cultural
background differences.
Conflict 9. Good communication requires trust, a
• Conflict is a condition that results when one suspension of assumptions and hard work, which
party feels that some concern of the party has most organizations do not demonstrate well
been frustrated or is about to be frustrated by a from executive level downward to front line
second party. employees.
10. Small and large changes occur constantly within
• Party refers to individuals, groups, organizations.
organizations, but the emotions these changes
• Conflict exists in situations where goals, interests
generate are seldom addressed. Employees can
or values of people are incompatible, and they
more easily adapt to change if they are prepared,
block other efforts to achieve their goals.
included, and supported.
• Conflict: occurs when cares/concerns appear to
be incompatible Types of Conflict
• It is part of work life.
1. Intrapersonal Conflict: Occurs within the person.
• Will be situations people don’t agree when
a. It involves an internal struggle to clarify
giving direction & evaluating performance.
contradictory values or wants.
• Care givers may not know what is expected,
b. Intrapersonal is an internal conflict.
what results should be, or how it’s to be done.
c. This type of conflict may result from person-
Why Conflict Occurs role sources where expectations are made
that exceed the person’s current level of
1. Divisions and departments often have different
knowledge or skill.
objectives. If their members cannot find
d. Expectations may be unclear resulting in role
common values and goals, they will not
ambiguity or the person may be unable to
cooperate.
meet expectations resulting in role overload.
2. Employees are more knowledgeable and
e. For the managers, interpersonal conflict may
comfortable being solo contributors than being
result from the
thorough members of a team, despite the need
f. Multiple areas of responsibilities associated
for interdependency in most work. This is
with the managerial role
exaggerated when, through their reward
2. Interpersonal Conflict: Occurs between individuals • No outright conflict exists, but there is a
based on differing goals or values. potential for conflict because of several factors.
a. Conflict between two or more individuals. • All conflict arises because differentiation leads to
b. This is the most common type of conflict and the establishment of subunits that have different
may involve other workers, patients, or goals and perceptions.
family members. • The basic condition for conflict exists but have
c. This conflict occurs between people whose not yet been recognized by the parties.
positions require interaction. o Example: experienced non-graduate and
d. The person experiencing this conflict may young inexperienced graduate nurse in
experience opposition in upward, same department.
downward, horizontal, or diagonal • The basic conditions for conflict are recognized
communication. by one or more parties; subunits become aware
e. Common causes of interpersonal conflict: of conflict and begin to analyze it.
i. Unclear job expectations
ii. Poor communication Stage 2. Perceived conflict is the cognitive awareness of
conflict, the mental picture of the situation
3. Intergroup Conflict: Occurs between two or more • Each party searches for the origins of the
teams or groups, department, or organization. conflict, defines why the conflict is emerging,
a. It can be vertical, between management and analyzes the events that led to its occurrence,
labor. and constructs a scenario that accounts for the
b. It can be horizontal, between line and staff problems it is experiencing with other parties.
or other departments or groups • Conflict escalates as groups battle over the cause
c. Managers play a key role in resolution of this of conflict.
conflict.
d. An example of intergroup conflict might be Stage 3: Felt conflict is the feeling of stress or frustration
two political affiliations with widely differing that occurs during the conflict. It is the emotional
or contradicting belief. reaction to the situation.
e. If conflict occurs across organizations.
• Subunits respond emotionally to each other, and
Managers in one firm may feel another is not
attitudes polarize; internal tension begin to build
behaving ethically.
in the involved parties, but the conflict is still not
f. Organizational conflict occurs over policies
out in the open.
and procedures in patient care and
• The parties in conflict develop negative feelings
personnel management as well as over the
about each other.
accepted norms of behavior and
o “Us versus them” attitudes surface.
communication.
o What began as a small problem
Conflict in Nursing escalates into huge conflict.

• Unclear roles and duties. Stage 4: Manifest conflict is the outcome of conflict. It
• Conflict of interest-priorities based on personal may consist of overt or covert behavior such as
values aggression or avoidance.
• Communication barriers
• The conflict is out in the open; subunits try to get
• Dependence on one another – Someone doesn’t
back at each other.
work as hard
• One party decides how to react to or deal with
• Relationship differences – More interaction;
the party that it sees as the source of the conflict,
increased potential for disagreement.
and both parties try to hurt each other and
• Response to regulations thwart each other’s goals.
• Unresolved prior conflicts • The existence of the conflict becomes obvious to
• Unique health care conflicts – MD vs nurse; parties that are not involved
managed care problems; etc. • Fighting and open aggression are common, and
Stages of Conflict (Conflict Process) organizational effectiveness suffers.

Conflict proceeds back and forth among stages. Stage 5: Conflict aftermath. The final stages are
suppression or resolution and the conflict aftermath.
Stage 1. Latent conflict is a phase of anticipation in which
antecedent conditions such as scarce resources predict • Every conflict episode leaves a conflict aftermath
conflict behavior. that affects the way both parties perceive and
respond to a future conflict episode.
• There is no actual conflict; however, the • The conflict is stopped by some method.
potential for conflict to arise is present because
of the sources of conflict previously identified.
 • What happens when conflict reappears • Results in Win /lose
depends on how it was resolved the previous • Variations of resentment and defensive
time.
Advantages Disadvantages
• Conflict is resolved in a way that leaves
• Minimizes injury when • Breeds resentment.
subunits feeling combative or cooperative.
we are outmatched. • Exploits the weak.
• How the conflict is stopped establishes new
• Relationships are
conditions that lead either to a new conflict
maintained.
or to more effective cooperation between
the involved parties.
• Resolution occurs when both sides agree to 3. Competition. Competing involves the use of
a mutual solution. authority, position, or majority rule. It is aggressive
• Suppression occurs when one side is and uncooperative. One person pursues one’s own
defeated. goals at another’s expense. It is appropriate when
• Conflict’s aftermath may be positive or authority is granted and quick, decisive action is
negative. necessary (win-lose). It is inappropriate when fear
occurs.
Approaches to Managing Conflict
• “I win, you lose!” (Low interest in other’s
1. Avoidance. Avoiding involves withdrawing from or viewpoint. Effective for quick, decisive, vital
ignoring conflict. It is unassertive and uncooperative. matters.)
It is appropriate when the issue is unimportant or • Authoritarian approach.
raised at an inopportune time (win-lose). It is • Satisfying one’s needs at the expense of
inappropriate when the issue is important, will not another.
disappear, and will cause greater conflict (lose-lose). • High assertiveness and low cooperativeness
• Most common (Withdraw, shun, change – the goal is to “win”.
subject, postpone) withdraw from or • When power comes with authority and this
suppress. method has been agreed upon.
• Low assertiveness and low cooperativeness • Conflict is settled by using one’s authority,
– the goal is to “delay”. majority rule, a persuasive minority, etc.
• Issue is relatively unimportant. • Results is Win/lose if the dominated party
• Time is needed for cooling off. sees no benefit for itself.
• Person tries to solve problem by denying its
Advantages Disadvantages
existence.
• Goal oriented. • May breed hostility.
• Results in Win/lose.
• Quick.
• The non-confrontational approach.

Advantages Disadvantages 4. Compromise. Compromising involves both parties

• Does not escalated • Unaddressed giving up something. It is moderately assertive and
conflict. problems.
cooperative. It is appropriate when both parties have
• Postpones difficulty. • Unresolved problems.
something to give (lose-lose). It is inappropriate
when one position is inflated or unrealistic and
2. Accommodation. Accommodating or smoothing commitment is doubtful (modified win-lose).
involves minimizing the issues. It is unassertive and • “Win some, lose some!” (Promotes good of
cooperative. It is self-sacrificing in that personal the whole. May not reach most ideal
needs are neglected in order to satisfy the needs of solution. Labor unions may use).
others. It is appropriate when the relationship is • The middle ground approaches.
important (lose-win). It is inappropriate when the • Each party gives up something.
real problem is ignored (lose-lose). • Moderate assertiveness and moderate
• “You win, I lose!” (Own interests sacrificed cooperativeness – the goal is to “find a
but gives immediate solution). middle ground”.
• Real issue not identified and resolved. • Parties have enough leeway to give.
• Low assertiveness and high cooperativeness • Each party gives up something in order to
– the goal is to “yield”. meet midway.
• Place other’s needs above your own. • Results in Lose/lose if middle of the road
• Giving in to maintain relationships position ignores the real diversity of the
Issue is relatively unimportant. issue.
• Preservation of relationship is important. • Can also result in Win/win if managed well.
• Emphasizes areas of agreement
• Differences are played down.
 Advantages Disadvantages • Maintains positive
• Useful in complex • No one is ever really relationships.
issues without simple satisfied.
solutions. • Less than optimal
• All parties are equal in solutions get Conflict Resolution Outcomes
power. implemented.
The aim of conflict management is to promote
organizational goals done through a joint welfare rather
5. Collaboration. Collaborating emphasizes group than a partisan choice.
solutions with mutuality and consensus. It is fully • The outcome of conflict management might be
assertive and cooperative. It is appropriate when win-lose, lose-lose, or win-win through
time and commitment are available (win-win). It is consensus or integrative decision making.
inappropriate when time is limited and the group
lacks skill or interest. 1. Win-Lose
• “Win, win!” (Based on mutual goals. • One party exerts dominance.
Requires participation. Facilitates
• Situations result when only one side
relationships. Provides long-lasting
perceives the outcome as positive.
solutions.).
• Outcomes are less likely to be accepted
• Is a process through which parties who see
voluntarily.
different aspects of a problem can
• Based on a principle of competition
constructively explore their difference and
between participants.
search for solutions that go beyond their
• One side is satisfied with the outcome while
own limited vision of what is possible.
the other side feels that it has lost and is
• High assertiveness and high cooperativeness
dissatisfied.
– the goal is to “find a win-win solution”.
• Results from competition in which the
• Problems are solved in ways in which an
winner takes all.
optimum result is provided for all involved.
Both sides get what they want, and negative
2. Lose-Lose
feelings are minimized.
• Neither side wins .
• Seek a solution that is advantageous for all.
• All parties end up being worse off.
• Collaborating is:
• An example of this would be a budget-
o Appropriate if time is available
cutting negotiation in which all parties lose
o Abilities, values and expertise are
money.
recognized.
• All parties understand that losses are
o Each person’s position is clear.
unavoidable and that they will be evenly
o Good for complex problems
distributed.
o Emphasis in on joint solution
• Outcomes can be preferable to win-lose
o Results in Win/win.
outcomes because the distribution is at
Collaborative Style – Tactics least considered to be fair.
• Both sides are dissatisfied with the
• Propose a creative solution.
outcome.
• Identify a common goal and work towards it.
• Results from avoiding dealing with the real
• Search for common needs.
problems and making compromises on
• Acknowledge legitimacy of the other party’s important issues.
position. 3. Win-Win
• Look for solutions together. • Attempt to meet the needs of both parties
• Have a third-party facilitator. simultaneously.
Consider Collaborating When… • Outcomes occur when each side of a dispute
feels they have won.
• Solutions are too important to be compromised. • Since both sides benefit from such a
• Long-term relationship between the parties is scenario, any resolutions to the conflict are
important. likely to be accepted voluntarily.
• You can gain commitment of all parties by • Aims to achieve, through cooperation both
building consensus. sides come to a mutually agreeable decision.
Advantages Disadvantages • Results from collaboration and compromise
• Creates mutual trust. • Time consuming. but compromising only on minor points of
• Builds commitment. • Energy consuming. contention.