The Conflict and Strategies for Managing Conflict In Nursing. Conflict management strategies are tools and techniques for resolving disputes between colleagues. You can use these methods to improve communication among employees, develop good work habits, and increase productivity.
What Is Conflict and Strategies for Managing Conflict In Nursing
Conflicts are common in the demanding and stressful nursing environment. Effective strategies for managing conflict in nursing include open communication, collaborative problem-solving, and fostering a culture of respect. These strategies help resolve disagreements, prevent them from escalating, and create a positive and productive work environment.
Additionally, there are five conflict management strategies nurses can use in conflict situations that are very similar to conflict management styles: Competing (winning the argument above all else), Accommodating (giving the other party the opportunity to express their concerns), and Avoiding (ignoring the conflict).
Managing Conflict
The health-care system is complex and constantly changing, and various demands in the workplace can generate conflict among staff members and others. Conflict is a state of disharmony among people and occurs when people have differing views.
A little conflict is good and can result in organizational growth. In contrast, too much conflict can paralyze an organization or unit. Conflict, if not managed, can result in stress for all involved, interfere with the ability to work together, and negatively impact patient care. Further, unmanaged conflict can result in decreased staff morale, increased turnover, poor-quality patient care, increased health-care costs, and patient dissatisfaction (Losa Iglesias & De Bengoa Vallejo, 2012).
Com mon factors that result in conflict can be related to personnel issues, personal issues, work environment, power struggles, differing value systems, and leadership and management styles (Padrutt, 2010). Therefore, all nurses at all levels must understand conflict and how it can be managed. Nurse leaders and managers must strive to promote “ongoing evaluation and continuous improvement of conflict resolution skills” (ANA, 2016, p. 49).
Nurse leaders and managers spend close to one-fourth of their time in conflict management activities (Padrutt, 2010; Rundio & Wilson, 2013; Valentine, 2001). It is imperative for nurse leaders and managers to learn how to deal with conflict and role model effective conflict management for staff. When managed effectively, conflict can provide a mechanism through which work can be accomplished.
Findings from one study suggest that interpersonal conflicts in the workplace should be confronted directly, constructively, and together with those involved (Mahon & Nicotera, 2011). However, nurses in general are highly unlikely to confront conflict and respond by avoidance or withdrawal (Mahon & Nicotera, 2011). Poorly managed conflict can pose additional problems in the workplace such as job dissatisfaction, depression, increased turnover, compromised patient safety, and aggression.
Types of Conflict
Conflict management requires nurse leaders and managers to assess the situation, identify the type of conflict, and explore perceptions about the conflict with those involved. The type of conflict directs the conflict management strategy that is used.
Intrapersonal Conflict
Intrapersonal conflict is an internal conflict, or a conflict coming from within a person. An individual may be confronted with an issue or situation that creates a sense of discomfort within. An example of intrapersonal conflict is a nurse trying to make a decision to go back to school for an advanced degree who may experience conflict between personal and professional goals (e.g., balancing family life and pursuing professional advancement). An individual nurse’s intrapersonal conflict can affect others on the unit, thus resulting in interpersonal conflict (Padrutt, 2010).
Interpersonal Conflict
Interpersonal conflict occurs when there is a disagreement between or among two or more people. The disagreement can be related to differing values, ethics, goals, beliefs, or priorities. Interpersonal conflict is very common in the workplace. An example of interpersonal conflict is a difference of opinion between a nurse and a family member regarding a patient’s living will.
Intergroup Conflict
Also common in the workplace is conflict that occurs between groups of people, also called intergroup conflict. For example, the emergency department staff may complain that patients are not moved to the intensive care unit in a timely manner, and in turn, staff members in the intensive care unit complain that the emergency department staff is always demanding to transport patients before patients are discharged, thereby making beds available.
Organizational Conflict
Organizational conflict can result when there is disagreement between staff and organizational policies and procedures, standards, or changes being made. For example, administration implements a new procedure for nurses to use when documenting nursing care without input from the nurses. This can cause organizational conflict because administration implements a change without consulting those it impacts most, nurses at the bedside.
Conflict Management Strategies
There are five common strategies for conflict management (Thomas & Kilman, 1977), and each is used successfully to manage conflict in different situations. Typically, most people use a combination of strategies when dealing with conflict. The five strategies are as follows (Thomas & Kilman, 1977):
- The avoiding strategy involves withdrawing or hiding from the conflict. The strategy is not always effective in resolving conflict and just postpones the conflict. Because the conflict is not resolved, it may reappear again later.
- Accommodating involves sacrificing one’s own needs or goals and trying to satisfy another’s desires, needs, or goals. This strategy does not resolve conflict and may result in future conflict.
- Individuals who use the competing strategy pursue their own needs, desires, or goals at the expense of others. The competitor wants to win and is not cooperative. This strategy is power driven and can result in aggression.
- Compromising is an effective conflict management strategy. When compromising, everyone gives something up, and everyone gets something they want in return. However, to be effective, those involved must be on an even playing field.
- Collaborating is the best strategy to use in conflict management because it involves a shared approach to resolving conflict. Shared goals are identified, and a commitment to working together is implemented by those involved. Collaborating is time consuming, but it results in the best chance of a resolution (Padrutt, 2010).
Effective conflict management requires those involved to use a variety of strategies based on the situation (Sportsman & Hamilton, 2007). A nurse’s perceptions, values, beliefs, and attitudes play a role in the conflict process and how conflict is managed (Whitworth, 2008). Effective nurse leaders and managers recognize the differences in personalities of staff members and their methods of handling conflict and understand the impact the differences can have in the workplace.
Ineffective conflict management can result in excessive stress for those involved and negatively impact interpersonal relationships. In contrast, effective conflict management results in positive outcomes, including improved work relationships and increased productivity.
Role of Nurse Leaders and Managers in Addressing Conflict
Nurse leaders and managers are challenged to learn to deal with conflict in a way that will manage the issues at hand while maintaining positive relationships among staff members. Establishing open communication and employing active listening skills can help nurse leaders and managers manage conflict on the unit. Often, challenging individuals can cause conflict among staff.
Nurse leaders and managers need to work to engage all staff members as a team to create safe, quality patient outcomes. In addition, nurse leaders and managers must encourage positive inter actions among staff members and health-care providers as part of a healthy work environment (Sportsman & Hamilton, 2007).
Nurse leaders and managers need to mediate when interpersonal or inter group conflict occurs to avoid negative effects on nursing care and patient outcomes. Elements that should be explored include the following (Porter-O’Grady & Malloch, 2013):
- Mutual respect: Those involved in the conflict may need a reminder to be respectful and focus on the issue and not the other person.
- Needs versus wants: The nurse leader and manager must help those involved differentiate between what they need and what they want.
- Compassion and empathy: Those involved in the conflict may need assistance understanding each other and hearing the other person’s position.
- Staying in the “I”: The nurse leader and manager reminds those involved to focus on “I” statements and avoid using “you” statements and avoid blaming.
When dealing with conflict among staff members, nurse leaders and managers should avoid criticizing or passing judgment on others’ opinions. Instead, they must focus on how team members’ behaviors have impacted team outcomes. A successful nurse leader and manager identifies conflict, works with those involved to manage and/or resolve the issues, and moves on (Porter-O’Grady & Malloch, 2013).
Conclusion
The rapidly changing health-care environment today requires nurse leaders and managers to develop knowledge and skills in leading and managing change and innovation. Nurse leaders and managers must be skilled in understanding change theory, serving as change agents, and supporting staff during the change process.
Regardless of how important a change or innovation is, nurse leaders and managers must consider human response and include strategies to help staff members cope with change in the overall plan. Further, nurse leaders and managers must understand that conflict can result from change and be willing to apply strategies to manage change as needed. Nurses at all levels must also understand that conflict is part of change, it can be healthy, and it allows for new ideas to emerge.
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