By using all the article provided help me to create a good introduction for my assignment arount 1 and half page, thanks

My assignment would be focusing on problem solving and conflict management skills in small group communication. Which will be dicsussing the strategies in managing conflict in a healthcare workplace.

Main article

Conflict can be defined as a disagreement between two individuals that causes or has the potential to cause harm.1 Conflict is an inevitable, natural, and normal occurrence when individuals with differences in opinions, beliefs, roles, cultures, and languages interact. The health care system involves a complex, dynamic, and frequently changing mix of people working together for the common goal of excellent patient care at the highest level of efficiency.

Not surprisingly, this environment is rich with the ingredients for conflict. Within the hospital setting there are many potential sources of conflict: (1) personality conflicts (personal differences), (2) role incompatibility (differences in goals and responsibilities), (3) information deficiencies (missing or partial information leading to differences in opinions), and (4) environmental stress (resource allocation),2 all of which could lead to conflict among health care professionals. Some examples include the allocation of on-call, providing or receiving feedback, informing a colleague that he or she is not meeting expecations, dealing with disruptive behaviour, resource allocation or the use of data, transparency or accountability

regarding a process, and more. It is a given that conflict occurs in health care organizations.

The negative consequences of conflict can be quite dramatic and stressful for people, but they can also lead to direct and indirect effects on the organization by adversely affecting morale, sick time, employee turnover, efficiency, costs, medical management, patient safety, and patient care.3 Additionally, conflict within health care teams has been shown to affect hospital administration and economics negatively and to result in increased malpractice and liability costs for the organization.3,4 Conflict in a large, complex health care organization is unavoidable; however, conflict is not intrinsically negative. For people with the proper training or experience, conflicts often

may be managed to avoid any of the negative consequences, and the conflict may even be used as an agent of change if properly channeled. Many hospitals now offer conflict management and leadership courses to their employees, and conflict resolution and prevention are recognized by the Royal College of Physicians and Surgeons of Canada as a key competency to be learned in medical school.5 Despite this, there are currently no available studies reporting on the preparedness and comfort of individuals working within Canadian health care institutions in managing conflict in their professional environment.

The objective of this study was to determine health care professionals comfort level regarding CM and dispute resolution at our hospital (Sunnybrook Health Sciences Centre, Toronto, ON) and to determine whether these professionals felt they required more formal training in this area.

Article 1

The study of organizational behavior offers that conflict is a vital element where human interaction is concerned; it is unavoidable because every individual employee has his/her own personal likes and dislikes. Conflicts among colleagues usually occur when there is an instance of disagreement on certain opinions or behaviors. Although the nature of conflict is not in itself so harmful, however, if not handled appropriately the effects can range from short term to long term dysfunction. Conversely, if handled with utmost care, the result of a conflict situation can have long term functional benefits for all parties concerned. Conflict, as yet, appears to have no generally accepted definition which one can pinpoint to in order to substantiate exactly what conflict is. Although, there is no literature to support a hard and fast definition of conflict, however there are two approaches which have emerged which enable one to shed more light on the subject in order to better understand it. One such approach implies conflict to take on a more of anaggressive face, and applies in those situations whereby individuals deliberately act in a competing way in order to prevent each other from achieving their desired goals. This appears to be a more popular way to understand conflict, particularly in the cases of industrial relations and intragroup conflict situations. (Schmidt and Kochan, 1972) .The second approach looks at conflict from a more of a broader view, and in effect generalizes how conflict occurs and how it is managed. Pondy (1967) offers that in his definition of conflict,individuals who are involved in a conflict situation must have some sort of preconceived notion as to which mode of conflict handling will be adopted. This definition by far allows a branched out look at conflict handling which includes means other than simply competitiveness to function.

In either case, both the approaches are correct in their own way because they are both diverse in nature. Conflict is in essence a situation which occurs naturally in every organization where diverse ideas, attitudes, skills and experiences are combined to work together. Therefore, to find a one off definition for conflict would be unfair and restrictive.

Article 2

Conflict in companies can have various underlying reasons concerned with the work itself, the organization, or interpersonal relationships. They involve parties representing various interests of groups, superiors, and subordinates or equal parties in a work relationship [Pondy, 1967; Rahim, 2001]. Conflicts take over 20% of managers working hours regardless of their position in the organizational structure and hierarchy [De Dreu et al., 2003].

Despite the fact that conflicts are normal at work and they cannot be eliminated altogether, it is worth stressing that they cause an array of negative phenomena in the employees that are brought into them, such as depression and lowered self-esteem [Frone, 2000]. Other negative effects of conflict are stress, psychosomatic problems, and burnout. This is especially the case when conflict is interpersonal in character [De Dreu et al., 2004]. Conflicts also influence ones willingness to change a job [Bergmann, Volkema, 1994]. De Dreu and Weingart [2003] carried out a meta-analysis of studies on interpersonal conflicts and concluded that they always negatively affect job satisfaction of the conflict participants. Research on Polish employees offered conclusions suggesting that good atmosphere and good relations with the co-workers, respectively, were of greatest importance among the sources of job satisfaction [Sypniewska, 2014].mConflict, in turn, has a devastating impact on both working atmosphere and relationships with the co-workers. Moreover, work engagement is also hard to achieve when unresolved conflicts come into play.

Therefore, the author of this article found it to be an interesting research problem to examine the correlations between the preferred conflict management method in the workplace and the staffs work engagement. We sought for the correlations between work engagement and the most frequent way of managing conflict in the workplace. Additionally, the influence of these phenomena on job satisfaction was examined.

During the conflicts research, its definition has been expanding. Conflict can be the result of incompatible objectives or disagreements that arise in response to the distribution of limited resources [Schmidt, Kochan, 1972]. Conflict understood in these terms unfolds according to the zero-sum game where one party in a conflict must lose in order for the other to gain something. Thomas [1976] concluded, however, that for conflict to emerge, the presence of an incompatibility of goals is not necessary and it is enough for one party in conflict to perceive a negative (and not necessarily real) influence of the other party on something that the first partyn wants. For conflict to be provoked, it is enough for the other party to only just be intending to exert this negative influence. Conflict is defined even more broadly by Rahim [2002] who claims that it is an interactive process manifested in incompatibility, disagreement, or dissonance within or between social entities (e.g., individual, group, organization). Conflicts may thus be of organizational, intergroup, and interpersonal nature; they can involve whole organizations, company sectors, groups of people or individuals [Wall, Callister, 1995].

Article 3

Conflict can be defined as a disagreement between two individuals that causes or has the potential to cause harm.1 Conflict is an inevitable, natural, and normal occurrence when individuals with differences in opinions, beliefs, roles, cultures, and languages interact. The health care system involves a complex, dynamic, and frequently changing mix of people working together for the common goal of excellent patient care at the highest level of efficiency.

Not surprisingly, this environment is rich with the ingredients for conflict. Within the hospital setting there are many potential sources of conflict: (1) personality conflicts (personal differences), (2) role incompatibility (differences in goals and responsibilities), (3) information deficiencies (missing or partial information leading to differences in opinions), and (4) environmental stress (resource allocation),2 all of which could lead to conflict among health care professionals. Some examples include the allocation of on-call, providing or receiving feedback, informing a colleague that he or she is not meeting expecations, dealing with disruptive behaviour, resource allocation or the use of data, transparency or accountability

regarding a process, and more. It is a given that conflict occurs in health care organizations.

The negative consequences of conflict can be quite dramatic and stressful for people, but they can also lead to direct and indirect effects on the organization by adversely affecting morale, sick time, employee turnover, efficiency, costs, medical management, patient safety, and patient care.3 Additionally, conflict within health care teams has been shown to affect hospital administration and economics negatively and to result in increased malpractice and liability costs for the organization.3,4 Conflict in a large, complex health care organization is unavoidable; however, conflict is not intrinsically negative. For people with the proper training or experience, conflicts often

may be managed to avoid any of the negative consequences, and the conflict may even be used as an agent of change if properly channeled. Many hospitals now offer conflict management and leadership courses to their employees, and conflict resolution and prevention are recognized by the Royal College of Physicians and Surgeons of Canada as a key competency to be learned in medical school.5 Despite this, there are currently no available studies reporting on the preparedness and comfort of individuals working within Canadian health care institutions in managing conflict in their professional environment.

The objective of this study was to determine health care professionals comfort level regarding CM and dispute resolution at our hospital (Sunnybrook Health Sciences Centre, Toronto, ON) and to determine whether these professionals felt they required more formal training in this area.