Managing Conflict in Healthcare: A Reflection

In healthcare, conflict is inevitable due to the diverse range of challenges, including technological advancements, a rapidly aging workforce, and diminishing resources. As nurse leaders, managing these conflicts is a critical skill that can improve workplace relationships and foster positive change. Czyż-Szypenbejl et al. (2022) emphasize the importance of communication and conflict management in ensuring effective healthcare delivery. Well-handled conflicts help avoid both stasis and the harmful results of too much discord, reducing employee dissatisfaction and hindering productivity. This reflection reviews my conflict management style in light of the Conflict Self-Assessment, its strengths, and limitations. It outlines approaches for managing typical personnel problems and addressing incivility in nursing.

Preferred Conflict Management Style

According to my Conflict Self-Assessment, I tend to favor a collaborative conflict-management style. Collaboration involves working together with others to find a win-win solution, ensuring that the needs of all parties are met. Ernstmeyer & Christman (2022) describes collaboration as a cooperative approach that encourages open communication and joint problem-solving. This style connects with me as it matches my ethical values of teamwork, transparency, and inclusivity, which are important tenets of the nursing practice. Having seen this firsthand, I can confirm that collaboration is key to boosting results since it engages team members to exchange their insights for mutual acknowledgment.

One key factor that influences my choice of this style is the complexity of conflicts I often encounter in my workplace. Conflicts in the healthcare settings could involve a lot of stakeholders with competing priorities: care for patients, staffing, and resources, among others. The collaborative style helps me look into these issues from a holistic point of view and find ways that will satisfy both staff and patient needs. This leadership style also instills a sense of responsibility and respect, something highly needed within a healthcare setting where patient outcomes are pegged on teams working together effectively. However, collaboration is not without its challenges. It demands time and patience as there are lengthy discussions and a consensus of thought. In fast-moving healthcare settings, where decisions have to be arrived at, almost always in a rush, such a system cannot be put into place. Highly competitive individuals may also experience lesser collaboration.

Least Preferred Conflict Management Style

The conflict management style I use the least is avoidance. According to Ronquillo et al. (2023), avoidance occurs when an individual sidesteps the conflict altogether, either by withdrawing or postponing the issue. I would prefer to avoid this style since any conflict that is not resolved will linger and lead to considerable difficulties in the end. Time and again, I have seen that leaving a conflict unaddressed will only cause resentment, poor communication, and distrust among teammates.

One instance where I may reluctantly employ avoidance is when the conflict is trivial or when I need more time to gather information before addressing the issue. Nonetheless, overly depending on this approach may result in staff disengagement and an inadequate resolution for critical issues. Ultimately, avoiding problems can compromise team unity and the quality of patient care, as lingering tensions might escalate into more serious issues.

Strengths and Weaknesses of My Conflict Management Style

The collaborative approach offers several strengths. First, it supports a culture of working together and cooperation, which is key to delivering excellent patient care. Collaboration also creates more creative approaches to problem-solving by inviting all stakeholders to participate, leading to holistic solutions. Also, collaboration enhances the bonds among team members, cultivating trust and mutual respect.

However, collaboration’s primary weakness is its time-consuming nature. In urgent situations, such as medical crises, there might not be enough time for extended dialogue. In addition, collaboration may not be practicable when a significant power inequality is present, such as when speaking with highly authoritative individuals or when there is pushback to change.

Addressing Personnel Problems

One common personnel problem that requires intervention from a nurse manager is absenteeism. Chronic absenteeism can interrupt patient care, overburden other staff members, and negatively influence team morale. Addressing absenteeism effectively requires a nurse leader to take a proactive and supportive strategy. The first action is to uncover the root causes of absenteeism, which may comprise personal concerns, discontent with the job, or burnout.

An effective strategy to address absenteeism involves open communication and a supportive management approach. According to Jankelová & Joniaková (2021), nurse managers should have individual conversations with employees to help them comprehend their challenges and supply essential support. This might consist of allowing flexible work schedules, making available employee assistance programs, or resolving any office problems that may cause absenteeism. When the absence rate continues to be high, progressive discipline may need to be implemented in accordance with the organization’s guidelines for attendance and performance.

Reducing Incivility in the Workplace

In healthcare, the worry over incivility is increasing, with many nurses expressing their encounters with unprofessional behavior, including bullying, disrespect, and verbal abuse. Incivility influences both nurse individuals and compromises patient safety, as well as team cohesion. Improving a culture of respect and professionalism is crucial to the role of nurse managers in reducing incivility.

One effective step a nurse manager can take to reduce incivility is to implement clear policies on acceptable workplace behavior. These policies should outline the consequences of incivility and provide a framework for addressing such behavior when it occurs. (Long & Long, 2022) emphasizes the importance of coaching for improved behavior and following established policies to create a respectful work environment. Nurse managers should lead by example, demonstrating respectful communication and encouraging open dialogue among staff members.

Additionally, nurse managers can foster a positive workplace culture by regularly offering training in communication skills and conflict resolution. The training is capable of arming nurses with the ability to manage conflicts effectively and to stop incivility from growing. Also, innovating opportunities for team bonding may strengthen bonds among staff and lessen the probability of conflict and rudeness.

In conclusion, effectively handling conflict is critical in healthcare, and it critically depends on teamwork and communication to deliver quality care to patients. Looking back on my conflict management insights, I have found that I favor collaboration because it enhances inclusivity and fosters inventive problem resolution. I also recognize that it’s necessary to adjust my approach based on the situation because not all collaborative efforts are possible in dynamic settings. A nurse leader has important duties to manage personnel obstacles, particularly reducing absenteeism and decreasing incivility, which needs a proactive and supportive methodology. When nurse managers enhance a professional attitude and respect in the workplace, it can help control conflict effectively and stop workplace violence.

References

Czyż-Szypenbejl, K., Mędrzycka-Dąbrowska, W., Falcó-Pegueroles, A., & Lange, S. (2022). Conflict Sources and Management in the ICU Setting Before and during COVID-19: A Scoping Review of the Literature. International Journal of Environmental Research and Public Health, 19(3), 1875. https://doi.org/10.3390/ijerph19031875

Ernstmeyer, K., & Christman, E. (2022). Leadership and Management. Www.ncbi.nlm.nih.gov; Chippewa Valley Technical College. https://www.ncbi.nlm.nih.gov/books/NBK598387/

Jankelová, N., & Joniaková, Z. (2021). Communication Skills and Transformational Leadership Style of First-line Nurse Managers in Relation to Job Satisfaction of Nurses and Moderators of This Relationship. Healthcare, 9(3), 346. NCBI. https://doi.org/10.3390/healthcare9030346

Long, N., & Long, N. (2022). Self-evaluation of conflict management skills: A cross-sectional study among Vietnamese nurses in 2021. Iranian Journal of Nursing & Midwifery Research, 27(5), 461–465. https://doi.org/10.4103/ijnmr.ijnmr_363_21

Ronquillo, Y., Ellis, V. L., & Toney-Butler, T. J. (2023, July 3). Conflict management. National Library of Medicine; StatPearls Publishing. https://www.ncbi.nlm.nih.gov/books/NBK470432/

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