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Comment #1:
When directors enter a department and completely reorganize it without consulting the working nursing team, pushback is highly likely to ensue. It happens far too often and is unfortunately a classic example of ruling in the autocratic management style and creates tension between staff and management. Nursing staff should feel they are included in changes directly related to their jobs as they are at the forefront of healthcare. To oversee change and reorganization a good leader will do their best to have a positive attitude with every exchange and all communication. Explanations in as much detail as possible will make the staff more inclined to understand the whys and therefore more apt to comply with the changes. As a nurse leader, providing evidence-based practice rationalizations inspires follow through from nursing staff since they again begin to understand the reasoning.
Conflict arises when managers do not listen to concerns from staff and allow them to feel heard. Also when giving broad answers with no concern for feedback such as, “All departments are going through the same changes.” Holding a team meeting before the implementation of the changes occurs can assist in allowing the staff to voice concerns and requests, feel heard and create less conflict. Lastly, if any amendments are made to the reorganization based on staff feedback, it is imperative to communicate this to the team via a widespread communication so all employees see what an impact they can make on the group. A nurse leader wants the achieve the desired outcome and will be ready for possible conflicts, and is ready to be involved in addressing both positive and negative feedback (Johansen, 2012).
References
Johansen, M.L. (2012). Keeping the peace: Conflict management strategies for nurse managers. Retrieved from https://journals.lww.com/nursingmanagement/Fulltext/2012/02000/Keeping_
the_peace___Conflict_management_strategies.13.aspx
Comment #2:
This new director is exerting position power, defined as power possessed by being in a position of authority in an organization or institutional administration ladder (Huber, 2014). The director is implementing their influence on the department to make changes they have deemed necessary. As a nurse leader, it is important to recognize that this sudden, drastic change may create conflict amongst staff nurses. Conflict and resentment arises and needs to be addressed to prevent the department from becoming a hostile work environment. Recognizing conflict and dealing with the situation is the first step in resolving the issues at hand. Without first acknowledging that a problem exists, it cannot be addressed or fixed.
The next step a nurse leader should take is to create a plan on how to address the conflict and the steps required to resolve it. Planning is important to ensure that all aspects of the resentment and conflict are addressed for resolution. Next, speaking to employees in person is important to ensure that the message of the resolution is not misinterpreted, which can occur through email correspondence. Apologizing for conflict and resentment, even if you are not the source of the conflict, can be the determining factor in whether or not an employee will accept the change eventually. Apologizing when you have created a conflict is even more paramount. Lastly, using a non-partial third party may be necessary of the conflict has not been resolved or it has gone on for extensive amounts of time. Non-partial third parties could include human resource personnel and staffing individuals that do not work directly with the effected department. Ultimately, communication is the way to resolve conflict and resentment. Without communication, the conflict will remain and get worse without resolution.
References
Huber, D.L. (2014). Leadership and nursing care management (5th Ed.). St. Louis, Missouri: Saunders Elsevier
Comment #3:
It is estimated that up to twenty percent of managers time is spent handling conflict. McElhaney reports there are several factors that can result in conflict within nursing (1996). The factors that were identified are defiant behavior, stress, space, physician authority, lack of participation in decisions, too little responsibility and beliefs, values and goals. McElhaney also states that additional factors can include the organizational climate, leadership styles and off the jobs problems (1996).
There are several different views on conflict management depending on the theorist. McElhaney reported that there are four main styles for conflict management: avoiding, accommodating, collaborating and compromising (1996). These types of conflict management result in win-lose, win-win, and lose-lose conflict resolution. Avoiding is the least desirable method, as it does not solve the issue, only prolongs the confrontation of dealing with the issue (lose-lose). Accommodating is when the goals of one of the parties is met, this can occur when one party is more powerful than the other or the other person was in the wrong (win-lose). Collaborating promotes one of the most effect conflict resolutions as both parties attempt to find mutual agreeable solutions (win-win). Compromising is useful when an immediate resolution is required and both individuals are of equal power (lose-lose) (McElhaney, 1996). According to Huber, there are several strategies for conflict resolution management: Avoiding, compromising, smoothing over, withholding, accommodating, forcing, competing, confronting, collaborating, bargaining, and problem solving (2010).
References
Huber, D. (2010). Leadership and Nursing Care Management, 4th Edition . [Pageburstls]. Retrieved from https://pageburstls.elsevier.com/#/books/undefined/
McElhaney, R. (1996). Conflict Management in Nursing Administration. Nursing Management , 27 (3), 49–50. Retrieved from https://lopes.idm.oclc.org/login?url=https://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=6661724&site=eds-live&scope=site
