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MANAGING CONFLICT solution. Try to find a “win-win” for both parties via either compromise (identify a solution that is partially satisfactory to both parties but not completely satisfactory to either) or collaboration (cooperating to find a fully satisfying solution for both par- ties). 3 Determine a follow-up plan to gather again and assess whether the solution was achieved. Sometimes the solution is a trial to see if it will solve the problem. In those situ- ations, be open to repeating this encounter until a solution is achieved. Together, these techniques can diffuse anger during inter- personal interactions. Sometimes conflict in a team is a result of a solo instigator. Aconversation with this individual and their supervisor is an appro- priate approach. Utilizing the techniques noted above will be helpful in diffusing this situation as well. Clarifying expectations for professionalism and appropriate ways to communicate about a concern should be a part of the conversation. Executive coach- ing and/or other professional development experiences may improve the individual’s skill with communicating problems and collaboratively identifying solutions in the future. Cultural awareness and implicit bias training can be useful as well, to remove barriers to communication and understand- ing the perspective of others. 3 Virtual teams are increasingly occurring in the healthcare workforce. These same techniques are useful in managing conflict. Although meeting in person is preferrable for sensitive conversations like these, vir- tual conversations can occur to mitigate conflict as long as rules of engagement are agreed upon such as using a “raise hand” feature to minimize interruptions and that all videos are on to promote inclusion and engagement. Sometimes conflict on a team is long- standing, and recurrent negative inter- actions have become part of the culture. Culture change can be accomplished by col- laboratively identifying and defining a set of desired values and behaviors, connecting culture with both individual wellness and team performance, and modeling these new behaviors by leaders and champions (team members who want to be an active part of the culture change process). Invest in what it takes to change the culture. Pro- vide team building experiences and profes- sional development opportunities aligned with the culture change. Have patience — culture change takes time. Measuring prog- ress can identify stepwise improvements and promote sustainability. As difficult as managing conflict is, increasing your awareness and sharing accountability for minimizing conflict is key. 1 By remaining calm, giving each per- son your attention while they are speak- ing, actively listening to what they say, summarizing their thoughts and feelings so they know you heard them accurately, and generating potential solutions together, you are most likely to diffuse the situation and achieve a satisfactory resolution for all involved. n REFERENCES 1 Almost, J.; Wolff, A.C.; Stewart-Pyne, A.; et al.“Managing and mitigating conflict in healthcare teams: an integrative review.” Journal of Advanced Nursing 72, no. 7 (July 2016): 1490-505. doi: 10.1111/jan.12903 2 Pai, J.; Bendersky, C.“Team status conflict.” Current Opinion in Psychology 33 (June 2020): 38-41. doi: 10.1016/j.copsyc.2019.07.001 3 Sinskey, J.L.; Chang, J.M.; Shibata, G.S.; et al. “Applying Conflict Management Strategies to the Pediatric Operating Room.”Anesthesia and Analgesia 129, no. 4 (October 2019): 1109-1117. doi: 10.1213/ANE.0000000000003991 Wendy L.Ward, PhD,ABPP, FNAP, FAPA Associate Provost for Faculty, UAMS Wendy Ward, PhD, is a clinical psychologist and professor with tenure in the UAMS College of Medicine. She serves UAMS as both the director of interprofessional faculty development and associate provost for faculty. She serves all five colleges, the Graduate School, and Academic Affairs faculty in these two roles, including recruitment, onboarding, faculty development, mentoring, promotion, professional wellness, leadership development, retirement transitioning, and emeriti engagement. Her expertise is in integrated care models and collaborative practice, team-based telehealth, behavioral medicine, faculty affairs, and faculty development. For the UAMS IPE office, she trains new facilitators to support the UAMS IPE Student Curriculum. 26 NOV / DEC 2022 I  HEALTHCARE JOURNAL OF ARKANSAS