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Comment #1:

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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).


Johansen, M.L. (2012). Keeping the peace: Conflict management  strategies for nurse managers. Retrieved from

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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.

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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.



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).


Huber, D. (2010).  Leadership and Nursing Care    Management, 4th Edition . [Pageburstls]. Retrieved  from

McElhaney, R. (1996). Conflict Management in Nursing  Administration.  Nursing Management27 (3), 49–50. Retrieved    from

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