239. Study Notes: Managing Conflict in CCA Work

The Big Picture

Conflict happens when people have opposing interests or ideas. At work, differences in values, opinions, expectations, and experiences sometimes lead to disagreements or misunderstandings.

Some problems get resolved quickly. Interpersonal ⓘ problems are a common source of stress and might take weeks to solve.

When conflict happens in CCA work, client needs always come first. A calm, respectful approach helps keep the focus on the problem instead of the person.

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Course Notes: Key Ideas You Need to Know

What Conflict Means

Conflict is a clash between opposing interests and ideas.

People bring different values, attitudes, opinions, experiences, and expectations into the workplace. These differences sometimes lead to:

• disagreements
• misunderstandings
• arguments
• unrest

Conflicts also arise over workplace issues such as schedules, absences, and the amount or quality of work performed.

Problems need attention before they lead to unkind words or actions. An unpleasant work environment affects client care.

Client Needs Come First

A CCA sometimes experiences conflict with:

• clients
• family members
• co-workers
• supervisors

First: Caring for the client’s needs is always the priority.

This principle stays important no matter who is involved in the disagreement.

Know Your Usual Response to Conflict

Think about how you usually react when conflict starts.

Ask yourself whether you tend to:

• avoid the problem and hope it disappears
• agree with others even when doing so goes against your personal work ethics ⓘ
• feel that you need to win at any cost

People Respond to Conflict Differently

Clients and family members do not all respond to conflict in the same way.

Communication differences sometimes relate to:

• culture
• discomfort with conflict
• how a person’s family handled conflict

Some people prefer indirect communication because they value face-saving ⓘ, harmony, or long-term gains over short-term gains.

During conflict, a person might:

• deny that a problem exists
• downplay the problem
• avoid addressing the conflict because taking action might cause displeasure
• blame someone else
• give no verbal response

Think about how you, the client, or the family member is responding. Talk with your supervisor about how to resolve the situation.

Your supervisor might know more about the background of the client or co-worker and provide useful guidance.

Conflict With a Client

Conflict with a client sometimes develops when the client is:

• too tired
• overstimulated
• confused
• having difficulty communicating

Understanding the reason for the client’s behaviour helps prevent the conflict from escalating.

A supported example involves a client who returns from a morning doctor’s appointment and refuses lunch. The worker knows eating is important. If the worker keeps pushing without recognizing that the client is tired, the conflict might grow.

In that example, the worker considers letting the client rest first and eat later. The worker reports that decision to the supervisor.

To help prevent a client conflict from escalating:

• remain calm
• remain respectful
• try to understand the client’s needs and feelings
• recognize the reason for the client’s behaviour

Report: Report every conflict with a client to your supervisor, including conflicts you already resolved.

Conflict With a Client’s Family

In most cases, family members are trying to ensure the best care for their ill family member.

Conflict with family members usually develops when there is a failure to understand:

• the nursing care plan
• reasons for changes in the client’s condition or treatment
• facility or agency policies

Listen to the family’s concerns calmly and without judgement.

If your explanation does not satisfy the family, contact your supervisor so the situation does not worsen.

Report: You must still report the family’s concerns to your supervisor even after the situation improves.

Conflict With Co-Workers

Conflict between co-workers negatively affects client care. Unresolved conflict creates stress and interferes with communication and teamwork.

Disagreement with co-workers or supervisors will sometimes happen. Communication and work ethics are essential for preventing and resolving conflicts.

Identify and solve problems before they become major issues.

Report: You do not need to report a coworker conflict after resolving it.

Ask for help: If you do not resolve the conflict, discuss it with your supervisor.

Steps for Managing Conflict

Use a professional, private approach when working through a conflict.

1. Approach the person involved and ask to speak privately.
2. Stay polite and professional.
3. Agree on a time and place to talk.
4. Meet somewhere private where others will not see or hear what looks like an argument.
5. Explain the problem using facts and specific behaviours. Focus on the problem instead of criticizing the person.
6. Listen to the other person without interrupting.
7. Identify possible solutions. Share your ideas and ask for the other person’s ideas.
8. Set a date and time to review the situation.
9. Thank the person for meeting with you.
10. Put the agreed solution into action.
11. Review the situation as needed.
12. If the conflict remains unresolved, ask your supervisor for private time. Explain the situation with facts and specific examples, then ask for advice.

Focus on the Problem, Not the Person

When explaining a concern, describe the behaviour or situation that needs attention.

For example, focus on needing advance notice when someone is unavailable so other plans get made.

Avoid attacking the person with broad criticism about what they “always” or “never” do.

Listen Before Responding

After explaining the problem, listen to the other person’s response without interrupting.

Then work together to identify possible solutions. Offer your ideas and ask for theirs.

The process continues after the conversation. Set a review time, put the agreed solution into action, and review the situation when needed.

A School Conflict Example

The same conflict-management process appears in a school example involving a student who receives a low assignment mark.

The student should:

1. ask to speak privately with the teacher
2. arrange a private time and place
3. explain the concern and ask the teacher to review the assignment
4. listen carefully to the explanation
5. calmly explain why the student believes the mark should be higher
6. offer ideas for resolving the problem and ask for the teacher’s ideas
7. set a time to review the situation and allow 10 days for a response
8. thank the teacher for meeting
9. put the agreed solution into action

The example reinforces a calm, private, fact-focused approach instead of reacting through anger, complaints to others, discouragement, or dropping out.

Common Mix-Ups

Wrong Idea	Better Idea
A resolved client conflict needs no report.	Report every client conflict, including resolved ones.
A resolved family concern needs no report.	Report the family’s concern even after the situation improves.
Every coworker disagreement goes to the supervisor.	A resolved coworker conflict does not need reporting.
Conflict should focus on what is wrong with the person.	Focus on facts, specific behaviours, and the problem.
You must win at any cost.	Listen, exchange ideas, and work toward a solution.