Discussion 2: Managing Conflict in the Workplace
High-pressure environments, life-or-death implications, constant change, and long days of exhausting work … It is not surprising that conflicts arise in health care settings. In the fast-paced environment in which nurses work, small differences in decision making, processes, work ethic, and personal characteristics can quickly escalate
As a nurse manager, you need to develop and model skills that effectively address conflict situations. Stephen Covey, author of The 7 Habits of Highly Effective People, offers sound advice that can be applied to conflict management and resolution. In Habit 4, Think Win-Win, Covey (2004) explains, “[m]any people think in terms of either/or: either you’re nice or you’re tough. Win-win requires that you be both. It is a balancing act between courage and consideration.” Ultimately, how you manage conflict in your setting will determine whether you foster an environment that breeds contempt or one that fosters growth.
Conflict abounds in any workplace; it is a normal part of organizational life. Instead of avoiding or ignoring conflict, the role of the nurse manager is to coach employees through conflict situations and to exercise judgment on how and when to intervene. When managed effectively and focused on substantive issues, conflict can actually lead to better outcomes. However, when interpersonal conflicts go unaddressed, employee morale and engagement–two factors that can seriously impact quality of patient care—will dwindle.
When nurse managers observe employees engaging in toxic or inappropriate workplace behaviors, they must prepare to give difficult feedback. Delivering difficult feedback can be challenging for nurse managers, as they must address employees in a way that is authoritative, supportive, and resolute. One strategy nurse managers can use to deliver difficult feedback is to employ the scripting framework. In this week’s Discussion, you gain experience with using the scripting framework to resolve a conflict situation that you have observed in your past or present workplace.
To prepare
Review this week’s Learning Resources, focusing on the various forms of conflict that can occur in the workplace.
Consider the types of conflict, including bullying, horizontal violence, toxic and disruptive employees, misuse of social media, unbalanced power, harassment, and favoritism, that exist in your current organization or past place of employment.
Select one type of conflict you have observed. How has conflict impacted your work environment? How have nurse mangers attempted to address conflict situations?
Examine the six-step scripting framework for delivering difficult feedback in Chapter 7 of the course text, From Management to Leadership: Strategies for Transforming Health Care. Then, use this framework to script a conversation between you and the employee(s) involved in the conflict situation you selected.
When drafting your script, reflect on how HR might be able to help you in addressing this issue, both before you talk to this employee and if the problem continues to exist.
Post a brief overview of the conflict you selected and how this specific type of conflict has impacted the work environment. Share the script you drafted and explain at least one way you would enlist HR’s help in managing this situation. Support your response by referencing authentic examples from the workplace and the Learning Resources as applicable.
Read a selection of your colleagues’ responses.
Managing conflict effectively includes receiving feedback on your own performance. As such, respond on or before Day 6 to at least two of your colleagues on two different days using the following approach:
Critically appraise the effectiveness of your colleague’s script by placing yourself in the position of the employee receiving this difficult feedback. How would you feel if a manager said this to you? Would this conversation prompt you to change your behavior? Why or why not? What strengths did the script have, and where might clarification be needed?
Required Readings
Manion, J. (2011). From management to leadership: Strategies for transforming health care (3rd ed.). San Francisco, CA: Jossey-Bass.
Chapter 7, “Coaching and Developing Others” (pp. 339–341)
Review the scripting model on these pages. In this chapter, Manion discusses motivation and explains how leaders can make the most of it through coaching. She explains the leader’s role, the coaching role, and the difference between coaching and being a coach.
Alichnie, C. (2012). Social media and nursing. Pennsylvania Nurse, 67(1), 3–10.
Retrieved from the Walden Library databases.
This article discusses the use of social media in nursing. The author determines that social media can be a means to an end if it’s used wisely, professionally, and within legal and ethical boundaries.
Barrett, A., Piatek, C., Korber, S., & Padula, C. (2009). Lessons learned from a lateral violence and team-building intervention. Nursing Administration Quarterly, 33(4), 342–351.
Retrieved from the Walden Library databases.
This study focuses on nurse interaction in relation to lateral violence. The authors conclude that the key to a cohesive work environment is a nurse leader who is able to drive and sustain change.
Barton, S. A., Alamri, M. S., Cella, D., Cherry, K. L., Curll, K., Hallman, B. D., et al. (2011). Dissolving clique behavior. Nursing Management, 42(8), 32–37.
Retrieved from the Walden Library databases.
This article addresses clique behavior in health care settings. The argument is that the current economic climate encourages regression in health care workers.
Brinkert, R. (2010). A literature review of conflict communication causes, costs, benefits and interventions in nursing. Journal of Nursing Management, 18(2), 145–156.
Retrieved from the Walden Library databases.
The author assesses the effects of conflict communication on nursing. The study concludes that conflict will always be a part of nursing but that it can be mitigated if nurse managers use employee-effective intervention methods.
Cronquist, R., & Spector, N. (2011). Nurses and social media: Regulatory concerns and guidelines. Journal of Nursing Regulation, 2(3), 37–40.
Retrieved from the Walden Library databases.
Cronquist and Spector’s article provides nurses with social media guidelines. They also give the reader examples of what happens when social media is used outside of professional, legal, and ethical boundaries.
Greenlund, L. (2011). ED violence: Occupational hazard? Nursing Management, 42(7), 28–32.
Retrieved from the Walden Library databases.
This article analyzes the effects of workplace violence on hospitals’ productivity. Because workplace violence can be costly, the author provides prevention methods.
Hader, R. (2009). Tweeting—not just for the birds. Nursing Management, 40(12), 6.
Retrieved from the Walden Library databases.
This article focuses on what nurse leaders should do about social media in the workplace. New leadership challenges have risen because of this form of communication. Nurse leaders need to ensure that their employees are not violating a patient’s rights to privacy.
Issues & answers. Social media: Implications for nursing: Nursing Practice Statement NP 85. (2011). Ohio Nurses Review, 86(2), 6–7.
Retrieved from the Walden Library databases
This article informs the reader about the laws and rules that apply to nursing and social media. The authors take a stance on the use of social media and list its benefits and drawbacks.
Kuhns, K. A. (2012). Social media and professional nursing: Friend or foe? Pennsylvania Nurse, 67(1), 4–8.
Retrieved from the Walden Library databases.
Kuhn’s article introduces the reader to the many different types of social media and argues that there is more to social media than Facebook and Twitter. The article then goes on to discuss the pros and cons of the use of social media in the workplace.
Macleod, L. (2011). Avoiding “group think”: A manage’s challenge. Nursing Management, 42(10), 44–48.
Retrieved from the Walden Library databases.
Macleod’s article focuses on the increasing costs of health care. He says that changes need to happen both within and outside of health care settings for this change to be sustainable.
Robinson, M.-A. (2012). Closing perspectives: Navigating the world of social media. Alberta RN, 67(6), 42.
Retrieved from the Walden Library databases.
Robinson’s article addresses the hesitation that many organizations have with social networking. While there are professional benefits, there are also risks and new challenges.
Expert Solution Preview
Managing conflict in the workplace is a critical skill for nurses and nurse managers. In high-pressure healthcare settings, conflicts can easily arise due to differences in decision making, work ethic, and personal characteristics. Conflict, if managed effectively, can actually lead to better outcomes. However, if left unaddressed, conflicts can negatively impact employee morale, engagement, and patient care quality.
Stephen Covey, author of The 7 Habits of Highly Effective People, suggests that conflict resolution requires a win-win approach, balancing courage and consideration. As a nurse manager, it is important to develop and model skills that effectively address conflict situations. This involves coaching employees through conflict, exercising judgment on when and how to intervene, and delivering difficult feedback.
One strategy for delivering difficult feedback is the scripting framework outlined in Chapter 7 of the course text, From Management to Leadership: Strategies for Transforming Health Care. This framework provides a structured approach to address conflict situations.
In my current organization, one type of conflict that I have observed is bullying. Bullying can have a significant impact on the work environment, leading to decreased morale and engagement among employees. Nurse managers have attempted to address this conflict by providing training and education on bullying, implementing a zero-tolerance policy, and creating a safe reporting system for incidents.
Using the scripting framework, I would script a conversation with the employee(s) involved in the bullying situation. I would start by expressing my concern for their well-being and the impact their behavior has on others. I would provide specific examples of the bullying behavior and its effects on individuals and the team. I would explain the importance of a respectful work environment and the consequences of continued bullying. I would offer support and resources to help address any underlying issues that may be contributing to their behavior.
In managing this situation, I would enlist HR’s help by involving them in the conversation with the employee(s). HR can provide guidance on policies and procedures related to bullying, support in addressing any legal or ethical concerns, and resources for further intervention or employee assistance programs. HR can also assist in monitoring the situation and providing ongoing support to ensure a safe and respectful work environment is maintained.
Overall, effectively managing conflict in the workplace requires nurse managers to address conflicts head-on, provide feedback and support to employees, and involve HR when necessary. By using strategies such as the scripting framework and enlisting HR’s help, nurse managers can create an environment that fosters growth and teamwork while minimizing the negative impact of conflicts on patient care.
