Running Head: CONFLICT RESOLUTION

How to Resolve Conflict in the Workplace

Abstract
This paper will explore the complex topic of how to identify, approach and solve generational conflict in the workplace. It is important for nurse managers to be able to identify generational conflicts occurring among staff. Key strategies within the process model are recommended to be utilized by the nurse manager when addressing generational conflicts at the workplace. There are four main generations focused on within this paper, showing the fundamental differences between all generations and reinforcing the importance of conflict resolution.

How to Resolve Conflict in the Workplace What is conflict resolution? How does one in a managerial
If one does not recognize these emotions, it is impossible to substantiate their staff’s thoughts and feelings. Thirdly, in order to deal and cope with the conflict, intentions must be formed in older to address the issue (Hibberd & Smith, 2006). Fourthly, these intentions result in behaviors that evoke a reaction (Hibberd & Smith, 2006). The reaction may change the individual’s thoughts and emotions relating to the conflict. Fifthly, outcomes such as resolution are produced as a result of discussing the conflict (Hibberd & Smith, 2006). Once a nurse manager is capable of identifying and recognizing the five stages of conflict, one can apply and utilize the process model and different leadership strategies to produce conflict resolution among their staff.

Process Model
Subsequent to the nurse manger identifying the stages of conflict, it is then possible to utilize strategies from the process model to deal with the generational conflicts occurring the workplace. Many individuals believe conflict resolution is not a learnt skill but a innate behavior one is born with. The process model created by Thomas (1992), identifies five conflict management strategies one can utilize when confronting and dealing with generational conflict. The five conflict management strategies are competing, compromising, avoiding, collaborating, and accommodating. According to Cavanagh (1991), competitive style of conflict management is almost always observed when an