<p>The aim of this study was to get knowledge of the communicationprocess between the branch head and the co-worker in communal geriatric care. To narrow it down we focused on how the branch head experience the communicationprocess in conflictsituations between co-workers and what she or he usually do to resolve the conflict. We made qualitative interviews with ten of the branch heads in communal geriatric care, in four communes. The questions we had in mind throughout the study was based on four keywords (communication, leadership, conflict and conflict management) of which we created a narrative story from every interviewing person to get hold of the experience and knowledge behind their interviews. In our analysis as theoretical perspectives we used system theory, communication theory, attribution theory and the philosophy of Dialogue by Martin Buber. Our result show that the communication between both co-workers and the branch head is the most important tool for conflict management. Here lies a well functioning dialogue where the co-workers get the chance to question, be heard and mark their limit. Based on the interviews we saw that no matter how the branch head treat and lead the co-workers, conflict will rise. However, there are a few things pointed out as important to ease the effect on conflict and that is to communicate with straight and forward messages, inform the co-workers what goal the organization has and strive after a mutual relationship between everyone in the organization. The response then show a group of prosperous co-workers that accept the fact that they can have different opinions and yet work in harmony together and come to decisions that benefit the client. Most of our interviewing persons believe that leadership is about self-reflection, humbleness to oneself and others and to know the right time when to set clear boundaries.</p>

The aim of this study was to get knowledge of the communicationprocess between the branch head and the co-worker in communal geriatric care. To narrow it down we focused on how the branch head experience the communicationprocess in conflictsituations between co-workers and what she or he usually do to resolve the conflict. We made qualitative interviews with ten of the branch heads in communal geriatric care, in four communes. The questions we had in mind throughout the study was based on four keywords (communication, leadership, conflict and conflict management) of which we created a narrative story from every interviewing person to get hold of the experience and knowledge behind their interviews. In our analysis as theoretical perspectives we used system theory, communication theory, attribution theory and the philosophy of Dialogue by Martin Buber. Our result show that the communication between both co-workers and the branch head is the most important tool for conflict management. Here lies a well functioning dialogue where the co-workers get the chance to question, be heard and mark their limit. Based on the interviews we saw that no matter how the branch head treat and lead the co-workers, conflict will rise. However, there are a few things pointed out as important to ease the effect on conflict and that is to communicate with straight and forward messages, inform the co-workers what goal the organization has and strive after a mutual relationship between everyone in the organization. The response then show a group of prosperous co-workers that accept the fact that they can have different opinions and yet work in harmony together and come to decisions that benefit the client. Most of our interviewing persons believe that leadership is about self-reflection, humbleness to oneself and others and to know the right time when to set clear boundaries.