Below is an excerpt from a study that examined conflict resolution styles between claim representatives and rehabilitation nurses in the insurance industry.

Recent literature acknowledges the constructive benefits of interpersonal and intergroup conflict when it is well managed (Blake, Shepard & Mouton, 1964; Bouling, 1964; Coser, 1956; Deutsch, 1969; Katz and Kahn, 1978; Lippitt, 1982; Miles, 1980; Schmidt & Tannenbaum, 1960; Thomas, 1978). The literature suggests that conflict behavior related to problem solving such as the nurses initiate, may lead to innovative and previously undiscovered benefits, or to undiscovered problems requiring change. (Miles, 1989, p. 127.) "Diversity of orientation and differences in point of view – 'fruitful friction' – are essential if one seeks creative and effective organizations" (Likert & Likert, 1976, p. 23). Lippett suggests that management needs to be more interested in managing conflict as resources become more scarce and as relationships become more complex, interdependent and influenced by personal values and expectations (1982, p. 69).

Managing conflict within the organization's rehabilitation unit is a necessary element in order to support the unit's mission and maintain rehabilitation goals and standards. "Life is conflict and in conflict you're alive (Alinsky, 1969, p. 3). The "aliveness" which conflict produces helps propel the rehabilitation mission through the natural barriers of claim representative and nurse role incompatibility towards organizational goals. Given the reality of their differences, conflict situations are an inevitable and natural result of claim representative and nurse interactions. Conflict in the insurance nurse setting should be expected and welcomed as necessary in order to maintain standards of nursing and nurse effectiveness. There is an ever-present threat to the integrity of nursing practice if nurses do not confront conflict and disagreement. Nurses are held accountable by the state nurse practice acts and responsible to apply nursing ethics to nurse decisions made as a result of nurse-patient interactions. Insurance claim representatives cannot safeguard the nurse's professional or ethical behavior; only the nurse has the knowledge and accountability to do that. Claim representatives, on the other hand, need to protect organizational interests and base decisions on insurance knowledge which may be out of the realm of the nurse. Joint decision-making through mutual problem-solving will ensure a better integration of both points of view.

The literature is replete with research on intergroup conflict theory: Kahn (1964), Katz & Kahn (1978), Lippitt (1982), Schmidt & Kochan (1972), Thomas (1976), Twomey (1978). Katz and Kahn suggest that "Two systems (persons, groups, organizations, nations) are in conflict when they interact directly in such a way that the actions of one tend to prevent or compel some outcome against the resistance of the other" (1978, p. 613). Lippitt (1982) defines conflict as "the process which begins when one party perceives that the other has frustrated, or is about to frustrate, some concern of his." "Conflict is almost always caused by unlike points of view" (1982, p. 68). Lippitt categorizes the causes of conflict into disagreement over facts, methods, goals and values. He declares that "resolving differences over facts" is easier than "settling differences over values" (1982, p. 69). In a study of 57 managers in the constructive use of conflict, Lippitt identified five principal methods of resolving interpersonal conflict. These are: withdrawal, smoothing, compromising, forcing and confronting (1982, p. 69).

The organizational boundary is particularly subject to conflict. Lippitt includes as a predisposing factor to conflict "...interdepartmental relationships that frequently place members at cross purposes" (1982, p. 71). Adams agrees that boundary positions are subject to conflict (1976, p. 1179). Schmidt and Kochan (1972) propose that the likelihood of overt conflict between organizational units is a function of three variables: the incompatibility of their goals, the interdependence of their activities and the extent to which they share the same resources (Schmidt & Kochan in Katz and Kahn, 1978, p. 624).

Given the nature of the boundary role behavior and its conflict-producing potential and the role differences between claims representatives and nurses, the ability of the nurse to positively influence the claims representative would provide for more suitable conflict resolution and problem-solving. Influence based on a positive perception of the nurse role concept and nurse knowledge and competence are strategic elements in successful conflict outcomes. Kahn and Boulding (1964) found that intelligence and competence related to the acceptance of influence. Lawrence and Lorsch, in their theory of differentiation and integration, found that in "organizations dealing effectively with conflict...individuals primarily involved in achieving integration, whether they be common superior or persons in coordinating roles, need to have influence based largely upon their perceived knowledge and competence" (1967, p. 148). While Lawrence and Lorsch were referring to managers who were primarily responsible for achieving integration within organizational units, the influence of knowledge and competence might be operating similarly in conflict resolution between claim representatives and nurses if nurses are viewed as the active integrator.