Assessing the effectiveness of conflict management training in a health sector organization: evidence from subjective and objective indicators

This study assessed the effectiveness of an intervention for handling interpersonal conflicts at work. In contrast to the mainstream approach in the health care industry, which focuses on developing formal systems of conflict resolution, our intervention consisted of enhancing health care workers’ conflict management skills through training. A pre- and post-test nonequivalent comparison group design was used (intervention group = 258 workers; comparison group = 243 workers). Participants perceived that the training was successful in reducing the number and intensity of conflicts with co-workers, patients, and patients’ relatives. Moreover, organizational indicators calculated on the basis of data obtained from human resources (HR) records show that the intervention was effective, insofar as the number of requests for third-party interventions to mediate conflicts at work, the number of patients’ complaints, and the level of absenteeism all decreased for trained workers, whereas workers from the comparison group exhibited no corresponding changes over time. In the light of these results, this article discusses the design of conflict management measures which could help improve both employees’ well-being and organizational productivity.     

Moral Hazard in Pediatrics

“Moral hazard” is a term familiar in economics and business ethics that illuminates why rational parties sometimes choose decisions with bad moral outcomes without necessarily intending to behave selfishly or immorally. The term is not generally used in medical ethics. Decision makers such as parents and physicians generally do not use the concept or the word in evaluating ethical dilemmas. They may not even be aware of the precise nature of the moral hazard problem they are experiencing, beyond a general concern for the patient's seemingly excessive burden. This article brings the language and logic of moral hazard to pediatrics. The concept reminds us that decision makers in this context are often not the primary party affected by their decisions. It appraises the full scope of risk at issue when decision makers decide on behalf of others and leads us to separate, respect, and prioritize the interests of affected parties.     

Bilingualism,executive control,and age at diagnosis among people with early‐stage Alzheimer's disease in Wales

The observation of a bilingual advantage in executive control tasks involving inhibition and management of response conflict suggests that being bilingual might contribute to increased cognitive reserve. In support of this, recent evidence indicates that bilinguals develop Alzheimer's disease (AD) later than monolinguals, and may retain an advantage in performance on executive control tasks. We compared age at the time of receiving an AD diagnosis in bilingual Welsh/English speakers (n = 37) and monolingual English speakers (n = 49), and assessed the performance of bilinguals (n = 24) and monolinguals (n = 49) on a range of executive control tasks. There was a non‐significant difference in age at the time of diagnosis, with bilinguals being on average 3 years older than monolinguals, but bilinguals were also significantly more cognitively impaired at the time of diagnosis. There were no significant differences between monolinguals and bilinguals in performance on executive function tests, but bilinguals appeared to show relative strengths in the domain of inhibition and response conflict. Bilingual Welsh/English speakers with AD do not show a clear advantage in executive function over monolingual English speakers, but may retain some benefits in inhibition and management of response conflict. There may be a delay in onset of AD in Welsh/English bilinguals, but if so, it is smaller than that found in some other clinical populations. In this Welsh sample, bilinguals with AD came to the attention of services later than monolinguals, and reasons for this pattern could be explored further.     

From Intractable Conflict Through Conflict Resolution To Reconciliation: Psychological Analysis

Intractable intergroup conflicts require the formation of a conflictive ethos that enables a society to adapt to the conflict situation, survive the stressful period, and struggle successfully with the adversary. The formal termination of such a conflict begins with the elimination of the perceived incompatibility between the opposing parties through negotiation by their representatives—that is, a conflict resolution process. But this is only part of the long-term reconciliation process, which requires the formation of peaceful relations based on mutual trust and acceptance, cooperation, and consideration of mutual needs. The psychological aspect of reconciliation requires a change in the conflictive ethos, especially with respect to societal beliefs about group goals, about the adversary group, about the ingroup, about intergroup relations, and about the nature of peace. In essence, psychological reconciliation requires the formation of an ethos of peace, but this is extremely difficult in cases of intractable conflict. Political psychologists can and should work to improve the state of knowledge about reconciliation,which until now has received much less attention than conflict resolution.     

Social aggression and power relations among preschool children

Social agonism and dominance relations were assessed in two preschool groups. An average of 30 hours of observational data was obtained for each group during free-play over a six-week period. A Social Agonism Inventory describing specific initiation and response behaviors during episodes of social conflict was used to code agonistic activity. Dyadic interactions were examined to determine whether the resolution of agonistic interactions conformed to a linear model of social dominance. Although there were group differences in the relative frequency of different forms of conflict, systematic comparison of agonistic wins and losses re vealed similarly rigid and linear dominance structures at both preschools. The relation of aggression and dominance was empirically examined by comparing the initiation and receipt of agonism by high vs low dominance status children. Higher dominance status children engaged in more agonistic interactions, but a majority of these interactions were directed toward other high-ranking group members.     

Examining Subtypes of Behavior Problems among 3-Year-Old Children,Part II: Investigating Differences in Parent Psychopathology,Couple Conflict,and Other Family Stressors

This study examined family stressors among 3-year-old children who were classified as hyperactive (HYP), hyperactive and oppositional defiant (HYP/OD), and non-problem based on mothers' reports of behavior. Children with HYP/OD were found to experience higher levels of family stressors than non-problem children on almost every family stressor variable. Compared to children with HYP, families of children with HYP/OD also tended to report more Axis II maternal psychopathology, Axis I paternal psychopathology, and high intensity couple conflict tactics. However, the HYP and HYP/OD group did not significantly differ on maternal Axis I psychopathology, paternal Axis II psychopathology, parental marital status, negative life events, frequency of couple conflict, or use of lower intensity couple conflict tactics. Parents of children with HYP and HYP/OD reported more negative life events, more maternal adult ADHD symptoms, and more maternal avoidance and verbal aggression during marital conflict than parents of non-problem children. Implications for treatment and etiology are discussed.     

Team allegiance can lead to both optimistic and pessimistic predictions

Although team allegiance is usually associated with optimistic predictions about team performance, the authors hypothesized that preferences for one’s group can also lead to pessimistic predictions. Upon arrival to the laboratory, groups of four participants were split into teams of two based on bogus criteria. Participants were informed that their teammate would compete against a member of the other team in a trivia game consisting of both easy (e.g., “pop culture”) and hard (e.g., “50’s movies”) categories. They provided likelihood estimates regarding outcomes for each category. As predicted, team allegiance inflated participants’ optimism about their teammate winning the easy categories, but deflated optimism about their teammate winning the hard categories. Path analyses supported the proposed account indicating that preferences for a teammate to win led to an enhanced focus on the teammate’s strengths and weaknesses (and neglect of the strengths and weaknesses of the other competitor).