Conflict Resolution

In learning by doing, Gibbs (1988) outlines the stages for a ‘structured debriefing’, which are based on Kolbs (1984) Experiential Learning Cycle and which encourage deeper reflection:
Description:   What is the stimulant for reflection (incident, event, theoretical idea).
Feelings: What were your reactions and feelings?.
Evaluation: what was good and bad about the experience?. Make value judgements.
Analysis: What sense can you make of the situation? What was really going on?
Conclusions (general): What can be concluded, in a general sense from these experiences and the analyses you have undertaken.
Conclusions:   What can be concluded about your own specific unique personal situation or ways of working?.
Personal Action Plans: What are you going to do differently in this type of situation next time/.   What steps are you going to take on the basis of what you have learnt.
The stimulant for this reflective writing was the observation made in regard to lack of a good team work in the care home that I joined in January 2014.   As a result, I decided to investigate the causative factors and I realised that there were many unresolved conflicts amongst the team members.
I felt that with the conflicts remaining unresolved, the care home would not be able to achieve the goals set in term of meeting the service users’ care needs.   The good thing about the experience, as I observed was that the situation was not beyond redemption, but the bad thing was that it was left unresolved for too long-as there were signs of disagreement, trouble and personal bitterness existing in the team when I joined the care home.
I then, made a decision there and there, to make conflict resolution to be one of my major responsibilities in order to manage the team quite effectively.   In achieving this, I used some conflict resolution skills such as-collaboration skills (building relationship amongst the team members, manage conflicts), creation of an enabling environment for the team to...