5. CPH Domain 3: Change Management, Conflict, Negotiation
After this lesson you can
- Apply Lewin's three stages and Kotter's eight steps, in order, to an organizational change
- Identify which of the five Thomas-Kilmann conflict modes a scenario describes, and tell compromising from collaborating
- Recognize Tuckman's five stages and treat storming as a normal stage, not a failure
- Use the four principles of interest-based negotiation and explain why BATNA is the source of negotiating power
- Separate Herzberg's hygiene factors from motivators and name the three terms of expectancy theory
- Choose the best first step in a change item: communicate the why and involve the people affected
The first of two lessons on Domain 3, Leadership, which carries 9 percent of the exam. It covers the seven people-focused task statements (tasks 2, 3, 4, 5, 6, 14 and 15) through the named models the exam expects: Lewin and Kotter for change, Thomas-Kilmann for conflict, Tuckman for teams, Fisher and Ury for negotiation, and Maslow, Herzberg and expectancy theory for motivation. A Harbor County case about a resisted electronic case reporting system runs through the lesson.
Questions and answers
Questions a learner would ask about this lesson. Think through your own answer before you open each one.
- Which part of Domain 3 does this lesson cover?
Show answer
Domain 3, Leadership, carries 9 percent of the exam, about 16 of the 175 scored items, split across this lesson and Lesson 6. Domain 3 has fifteen task statements, more than any other domain. This lesson takes the seven that are about people: tasks 2, 3, 4, 5, 6, 14 and 15. Lesson 6 takes the remaining eight, which are about organizations, strategy and quality improvement.
- What is the difference between compromising and collaborating?
Show answer
The difference is the outcome. In compromising, each side gives up part of what it wanted and both are only partly satisfied, so it splits the difference between positions. In collaborating, the parties find a solution that fully satisfies both, usually by exploring the interests behind their positions. When a stem says the parties split something and neither is satisfied, the answer is compromising.
- If a new team is arguing over roles and direction, is it failing?
Show answer
No. In Tuckman's model this is storming, a normal and expected stage every team passes through, and a team that never storms may be avoiding real disagreement. The wrong response is to disband or restart the team. The right response is to clarify roles, set ground rules and facilitate so the team moves on to norming.
- What is a BATNA, and why does it matter in a negotiation?
Show answer
BATNA stands for Best Alternative to a Negotiated Agreement, the course of action you will take if no agreement is reached. Fisher and Ury argue that your power in a negotiation comes from the strength of that alternative, not from your position or persistence. Know your own, improve it if you can, estimate the other side's, and never accept a deal worse than your BATNA.
- Why doesn't a pay raise motivate staff in Herzberg's theory?
Show answer
Herzberg places satisfaction and dissatisfaction on two separate continua. Hygiene factors, such as salary, working conditions, company policy, supervision and job security, remove dissatisfaction but do not create satisfaction, so fixing them only gets you to neutral. Motivators, such as achievement, recognition, the work itself, responsibility, advancement and growth, create satisfaction and drive performance.
Practice quiz
- Question 1In Lewin's model, which stage stabilizes the new behavior through policy, training and reward so the organization does not drift back?
- Question 2In Kotter's eight steps, which step comes directly after creating the guiding coalition?
- Question 3During an emergency, a health director makes an unpopular but necessary decision alone and does not seek the views of the other party. Which Thomas-Kilmann mode is this?
- Question 4In a dispute between two staff members, a neutral third party hears both sides and then decides the outcome. This person is acting as:
- Question 5A coalition now has agreed roles and rules, and cohesion is starting to develop. In Tuckman's model the team is in which stage?
- Question 6Person A, a senior nurse, does not believe that trying harder will let them use the new reporting screens. In expectancy theory, which term is low?
- Question 7Which statement best describes psychological safety as the lesson defines it?
- Question 8A one-time, single-issue deal in which one side's gain is the other side's loss is called:
- Question 9Bridges separates change from transition. Which sequence names Bridges' three phases of transition?
- Question 10A manager relies on contingent reward and management by exception to keep performance stable. This is which leadership style?
Saved in your browser only: no account, no server.
CPH Exam Pathway is an independent course produced by Subthesis for educational purposes. It is not affiliated with or endorsed by the National Board of Public Health Examiners (NBPHE), and completing it does not confer certification. Confirm fees, eligibility, and exam rules against the current NBPHE candidate handbook.