Conflict is unavoidable the daily operations of pharmacy. All levels of conflict, intrapersonal, in- terpersonal, intergroup, and interorganizational, cause physiological reactions as part of the “fight or flight” response. Intrapersonal and interper- sonal conflict arises quickly but can also typically be resolved quickly. Intergroup and interorgani- zational conflict can arise quickly as well but typ- ically takes longer to resolve due to the amount f people involved. Resolution can be delayed when larger groups of people are involved because there is more possibility of “us-against-them” thinking, ingrained attitudes and less likelihood of compro- mise. Delayed resolution of the conflict results in delayed resolution of the “fight or flight” response for individuals affected by the conflict. Pharmacy technicians can find relief from prolonged conflict related reactions through management strategies. The brand-new pharmacy technician experienc- ing an intrapersonal conflict while awaiting the re- sults of the final check would benefit most from the collaborative conflict management strategy. While pharmacy technicians experiencing any lev- el of conflict can find relief from conflict manage- ment strategies, pharmacy technicians experienc- ing the prolonged reactions related to intergroup and interorganizational conflict may find more re- lief through management strategies combined ac- tive involvement in conflict resolution. Groups and organizations often have coalitions or worgroups dedicated to these efforts. Managers and human resource representatives can connect pharmacy technicians with the best opportunity for them to make an impact. Using the most effective influence direction and influence tactics will ensure that you make the most impact possible. Conflict may be unavoidable in the pharmacy but it is manageable and resolvable using the most effective strategies and tactics.
the example of the chain of retail pharmacies in a conflict with the city transit company over the re- moval of bus stops near several pharmacy locations. Inspirational appeals : One of the parties in the conflict attempts to use genuine values, morals, and ideals to convince the other party in the con- flict that their desired resolution is the best option. In an attempt to resolve the conflict, the chain of retail pharmacies draws on the common dedi- cation of both companies to serve the needs of the community. Exchange : One of the parties in the conflict offers a benefit to the other party involved in the conflict as an incentive to accept their desired resolution. In an attempt to resolve the conflict, the chain pharmacy offers to be responsible for mainte- nance of the bus stops if the transit company agrees to keep the stops and routes as they are. Personal appeals : One of the parties in the con- flict leverages personal relationships with the other party to ease the path to resolution. In an attempt to resolve the conflict, the chain pharmacy chooses an employee who is lifelong friends with a leader at the transit company to communicate the needs and views of the chain pharmacy to the transit company. Rational persuasion : One of the parties in the conflict attempts to use data, facts, and logic to convince the other party in the conflict that their desired resolution is the best option. In an attempt to resolve the conflict, the chain pharmacy completes a survey of pharmacy pa- trons and employees who rely on the bus, show- ing that the bus stops are essential.
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