Key Learning Points

• Understand the psychological origins of conflict within operating theatres

• Understand the organization contribution to conflict in theatres

• Acquire insight into techniques of conflict resolution

This chapter will discuss some of the reasons that give rise to conflict within the perioperative environment, with examples. It will then explore perceptions and assumptions and finally discuss and suggest some strategies that can aid conflict resolution.

Conflict can be described as ‘A clash or struggle that occurs when a real or perceived threat or difference exists in the desires, thoughts, attitudes, feelings or behaviours of two or more parties’ (Deutsch 1973; cited by Huber 2000:180). Organizational conflict can be described as the conflict that occurs when departments or factions within an organization are competing for scarce available resources. Job conflict can occur both at an individual or the organizational level where two or more people perceive opposition to goals, wishes and/or needs (Huber 2000). According to Marquis & Huston (2000), in the early twentieth century conflict was regarded as destructive and if conflict occurred it was considered to be a sign of bad management. By the middle of that century, conflict was accepted as normal but dysfunctional. Managers were taught how to resolve conflict not how to prevent it. By the late twentieth century, managers were taught to encourage conflict as it was believed that conflict stimulated growth. However, conflict can be both good and bad and the outcomes depend on how it is managed (Cavanagh 1991, Marquis & Huston 2000).