Nursing Conflict Resolution/Management.

Conflict Management NURS 412 Transition into Professional Nursing Practice – Clinical Bowie State University Dr. Birthale Archie DMP, MSN, BS, RN Assignment # 1 – Conflict Negotiation – Lab Simulation Through role-play and discussion, this lab simulation will help students practice problem-solving skills, communication techniques and effective conflict resolution management. Scenario: Three nurses are assigned to write a new policy together. It soon becomes obvious that one team member has not been doing his/her part of the assignment due to increasing work demands. One of the members has called this meeting to discuss and resolve the situation to write the policy. Roles: Nurse 1: Joyce Nurse 2: Chiomsy Nurse 3: Agnes Scene 1: Joyce and Chiomsy are in the conference room about to commence with the meeting on the formation of a new policy. Agnes attends the meeting late and has not yet done her part of the assignment. Dialogue Joyce: Agnes this meeting was supposed to have started 30 minutes ago. Why are you late ?. Agnes: I’m sorry I had a very difficult patient that made me spend more time, hence my late arrival to the meeting. Chiomsy: Ok that’s understandable. However, have you done your portion of the assignment. You know it is due before Friday. Agnes: I actually have not started my own part of the assignment, I have been quite busy with work demands. I barely have time off during my shifts. And when I get home I can’t continue clinical activities because I have family and other demands that I have to worry about. Chiomsy: Agnes you really have to manage your time properly in order to be productive towards your input in writing this new policy. Each person’s input is very necessary here. Agnes: Do you have any suggestions on how I manage my time ? Chiomsy: I Suggest you plan your day out in advance. Make a list of everything you must get done today. Then, make a note of how long it will take and rank the jobs in order of importance. Start looking at tasks and seeing when you have time in your day to get one or two items done. When you have a few minutes, complete a task that you can get done in that time. You can also ask for help from another nurse, to reduce the workload and save time. Lastly be sure to delegate tasks appropriately. Remember that you can’t do it all, nor should you have to. Remember the five rights of delegation in nursing; right orders, right instructions, right skills, right tools, and the right time frame. By doing these, you are most certainly going to have time to do your portion of the assignment. Agnes: Thank you so much, I will definitely implement this when I get back to the unit. By the next meeting, I will have my assignment ready. Thanks. Joyce: Agnes do you feel that Chiomsy’s suggestion will help you in managing your time ? Agnes: Yes I feel it will be very helpful. Joyce: In that case I think our new policy should be on time management. I greatly believe that it is a challenge and a lot of nurses in the hospital are experiencing difficulty in managing time. During the next meeting the three nurses agree upon and come up with a policy to be implemented in their unit Policy Solutions ● Implement teamwork and Collaboration; always voice out when you need help. ● Prioritize and focus on the most important task first. ● Plan your day out in advance ● Learn how to cluster care

● Take a break when needed ● Have at least two days to rest and do other things ● Learn how to delegate tasks Leadership Style Transformational Leadership- The transformational leadership style is similar to the coach style in that it focuses on clear communication, goal-setting and employee motivation. However, instead of placing the majority of the energy into each employee’s individual goals, the transformational leader is driven by a commitment to organization objectives. Communication is the key to getting work achieved. Transformational leadership was implemented in this scenario through the ability of the nurse leader to recommend a solution to the other nurse’s problem whilst focusing on both the achievement of a communal vision and personal development on the long-run. The solutions that were recommended do not just solve the immediate problem at hand, but also helps to encourage, inspire and motivate the employee to innovate and create change that will help grow and shape the future success of the company. Transformational leaders have to be purposely driven. They identify the needed change, guides the change through inspiration, and executes the change with follower commitment. Conflict Resolution Strategies Collaborating Collaborating is the method used when people are both assertive and cooperative. A group may learn to allow each participant to make a contribution with the possibility of co-creating a shared solution that everyone can support. A great way to collaborate and overcome conflict is to reach  out and touch them. Discussion: Effective communication is vital to therapeutic nurse-patient relationships. Nursing Conflict Resolution/Management.

The nurse has an instrumental role in content delivery of a message due to the huge responsibility of relaying accurate, clear, and concise information to the multidisciplinary team as well as to the client. Consequently, conflict happens between clients, colleagues, and even intrapersonal conflict relating to issues of ethical concern. During clinical, conflict management techniques were presented and analyzed to determine which techniques were appropriate based upon hypothetical Circumstances. Overton & Lowry stated that frequent causes of conflict include “a lack of clarity of expectations and guideline, poor communication, lack of clear jurisdiction, personality differences, conflicts of interest, and changes within the organization” (2018). The aforementioned scenario involves conflict caused by an organizational change. Behaviors influenced by the results of conflict can include bullying, limited communication, and violence whether it be verbal threats or physical assaults (Overton & Lowry, 2018). The article, “Conflict Management: Difficult conversations with Difficult People”, the authors summarized some common ideologies linked to conflict management models. Firstly, conflict is inevitable with pros and cons resulting depending on how conflict was managed. Secondly, with active engagement instead of avoidance, positive outcomes result. Thirdly, motivation is a key element in all parties involved—to address conflict. Nursing Conflict Resolution/Management.

Additionally, self-awareness of one’s own reactions should be acknowledged and the environment to resolve conflict should feel safe and remain Unbiased. The nursing managers recognized conflict early instead of avoiding the situation between staff members. They consulted with their team members whilst providing a safe, confidential, and neutral environment. After conversing with their team members individually, each manager engaged their staff to brainstorm ideas to present to the hospital administration with alternative solutions. Brainstorming with team members helps aid in unification of members, finding commonalities and helping one to feel like their needs are being heard (Overton & Lowry, 2018). Once everyone has shared their preferred solutions, the managers present the agreed notion to the administration. The plan included a timeline and a follow-up plan to help aid the administration to consider their alternative solution. Since a plan without a timeline and or follow-up plan isn’t implemented, behaviors will only change for a period; thus, returning to old patterns (Overton &Lowry, 2018) and the goal/result wouldn’t be accomplished successfully. Consequently, an unsuccessful result could potentially alter any future consideration from the administration if another policy change were implemented where collaboration would cease to exist. During clinical, conflict management techniques were presented and analyzed to determine which techniques were appropriate based upon hypothetical circumstances. Effective communication is vital to therapeutic nurse-patient relationships. The nurse has an instrumental role in content delivery of a message due to the huge responsibility of relaying accurate, clear, and concise information to the multidisciplinary team as well as to the client. Consequently, conflict happens between clients, colleagues, and even intrapersonal conflict relating to issues of ethical concern. The nursing managers replicated an effective conflict management model that recognized and consulted with the staff immediately. Provided a neutral environment, brainstormed, and collaborated with team members to help find an alternate solution. \p.9 Reference Overton, A., & Lowry, A. (2018). Conflict Management: Difficult Conversations with Difficult People. Clinics in Colon and Rectal Surgery, 26(04), 259264.doi:10.1055/s-0033-1356728

Running Head: CONFLICT NEGOTIATION Conflict Negotiation: Assignment #1 NURS 412 Transition into Professional Nursing Practice – Clinical Prodencia Andongcho Brittanie Bartz Annia Bastien Christian Ngale Joveninena Ojong Sandrine Socktchamba Bowie State University Dr. Denise Jarboe DNP, RN, CCRN 1 CONFLICT NEGOTIATION 2 Assignment # 1 – Conflict Negotiation – Lab Simulation Through role-play and discussion, this lab simulation will help students practice problem-solving skills, communication techniques and effective conflict resolution management. Scenario: Conflict between the nursing staff and the Hospital Administration has risen due to a new policy change. The nursing managers notice the staff’s change in behavior, she/he decides to schedule a meeting to discuss the new changes with the staff. She/he wants the staff to share their feelings regarding the policy change. Roles: Christian (Morning Shift Nursing Manager), Prodencia (Morning Shift Nurse 1), Sandrine (Morning Shift Nurse 2), Joveninena (Evening Shift Nursing Manager), Annia (Night Shift Nurse 1), Brittanie (Night Shift Nurse 2). MEMO To: All Nursing Staff From: Bowie State Hospital Administration cc. CEO; Human Resources Date: 2/14/19 Re: Policy Change Effective April 1st, 2019, all nursing staff using Electronic Health Records will be required to type an average of 60 words per minute. Evidenced based studies have proven that nurses whose typing speed averages are above 60 words per minute spend more time with patients and less time with documentation. The week of 2/25/19, all nursing staff will be required to take a timed keyboarding test.

All nursing staff who score below 60 wpm will need to schedule a meeting with human resources. Any questions or concerns, please contact Human Resources. Thank you. Kindest Regards, Bowie State Hospital Administration CONFLICT NEGOTIATION 3 Situation: Christian and Joveninena hold a meeting with morning and evening shift nurses to discuss the new policy. Antecedent: Frustration regarding policy change. Perceived and/or felt conflict: Prodencia states that this new policy change is unfair, she can barely type the average 30wpm. Sandrine decides that she will not participate, proclaiming to have sent out her resume to other hospitals. Brittanie feels as though Annia hasn’t been communicating with her lately ever since she found out that Brittanie passed the test. Manifested Behavior: Disgruntled employees; threats to resign; limited communication between night shift nurses.

Conflict Resolution or Suppression: The nursing managers replicated an effective conflict management model that recognized and consulted with the staff immediately. Provided a neutral environment, brainstormed, and collaborated with team members to help find an alternate solution. Alternate solution: 10-week keyboarding class, bi-weekly remediation, test result updates, etc. Resolution Aftermath: The administration agreed on the proposal provided by the nursing managers after meeting with their team. Conflict resolved. Discussion: Effective communication is vital to therapeutic nurse-patient relationships. The nurse has an instrumental role in content delivery of a message due to the huge responsibility of relaying accurate, clear, and concise information to the multidisciplinary team as well as to the client. Consequently, conflict happens between clients, colleagues, and even intrapersonal conflict relating to issues of ethical concern. During clinical, conflict management techniques were presented and analyzed to determine which techniques were appropriate based upon hypothetical circumstances.

CONFLICT NEGOTIATION 4 Overton & Lowry stated that frequent causes of conflict include “a lack of clarity of expectations and guideline, poor communication, lack of clear jurisdiction, personality differences, conflicts of interest, and changes within the organization” (2013). The aforementioned scenario involves conflict caused by an organizational change. Behaviors influenced by the result of conflict can include bullying, limited communication, and violence whether it be verbal threats or physical assaults (Overton & Lowry, 2013). The article, “Conflict Management: Difficult conversations with Difficult People”, the authors summarized some common ideologies linked to conflict management models. Firstly, conflict is inevitable with pros and cons resulting depending on how conflict was managed. Secondly, with active engagement instead of avoidance, positive outcomes result. Thirdly, motivation is a key element in all parties involved—to address conflict. Additionally, self-awareness of one’s own reactions should be acknowledged and the environment to resolve conflict should feel safe and remain unbiassed.

The nursing managers recognized conflict early instead of avoiding the situation between staff members. They consulted with their team members whilst providing a safe, confidential, and neutral environment. After conversing with their team members individually, each manager engaged their staff to brain storm ideas to present to the hospital administration with alternative solutions. Brainstorming with team members helps aid in unification of members, finding commonalities and helping one to feel like their needs are being heard (Overton & Lowry, 2013). Once everyone has shared their preferred solutions, the managers present the agreed notion to the administration. The plan included a timeline and a follow-up plan to help aid the administration to consider their alternative solution. Since a plan without a timeline and or follow-up plan isn’t implemented, behaviors will only change for a period; thus, returning to old patterns (Overton & CONFLICT NEGOTIATION 5 Lowry, 2013) and the goal/result wouldn’t be accomplished successfully. Consequently, an unsuccessful result could potentially alter any future consideration from the administration if another policy change were implemented where collaboration would cease to exist. During clinical, conflict management techniques were presented and analyzed to determine which techniques were appropriate based upon hypothetical circumstances. Effective communication is vital to therapeutic nurse-patient relationships. The nurse has an instrumental role in content delivery of a message due to the huge responsibility of relaying accurate, clear, and concise information to the multidisciplinary team as well as to the client. Consequently, conflict happens between clients, colleagues, and even intrapersonal conflict relating to issues of ethical concern. The nursing managers replicated an effective conflict management model that recognized and consulted with the staff immediately. Provided a neutral environment, brainstormed, and collaborated with team members to help find an alternate solution. Nursing Conflict Resolution/Management.

CONFLICT NEGOTIATION 6 Reference Overton, A., & Lowry, A. (2013). Conflict Management: Difficult Conversations with Difficult People. Clinics in Colon and Rectal Surgery, 26(04), 259-264. doi:10.1055/s-00331356728 Conflict Management Rubric Excellent PROBLEM SOLVING SKILLS Uses past knowledge to successfully resolve a conflict, collect facts and data, determine available options, pick a solution and implement, and modify or change if required. Average Poor Total Uses past knowledge, collects facts and data, no available options identified, solution not determined No past knowledge used, no facts or data collected, no available options identified, no solution and no modification or changes. of 30 COMMUNICATION TECHNIQUES Uses therapeutic communication techniques, active listening, open ended questions, reflecting, summarizing etc. Uses some therapeutic techniques, unaware of non verbal communication techniques. Makes accusations Does not use any therapeutic communication skills, does not allow other party to present their argument, use of defensive body language, non verbal cues that are threatening. of 30 EFFECTIVE CONFLICT RESOLUTION MANAGEMENT Review the agreements made for the project by all parties. Review the roles of each team member and responsibilities of each member. Review discussions for potential issues and agreements made Reviews the roles but not responsibilities. Due dates not clearly established. Team members unclear of their participation in the project. Argumentative with responsible party, no discussion was established prior to start of the project of each member’s role and responsibility and need for assistance in light of potential issues. Total for project of 40 of 100 7 .. Nursing Conflict Resolution/Management.