Claudiaa Nurse Manager's Role In Resolving Conflict

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Claudia A Nurse Manager’s Role in Resolving Conflict Oct 01, 2024 This situation can be referred to as task-based conflict. Task-based conflict occurs when the group has a difference about how a particular task should be performed or what course of action to take. In this case, there is a conflict between the primary nurse and the physician about appropriate interventions to relieve the patient's pain (Greer et al., 2022). For example, a nurse caring for a patient for two shifts thinks the pain medication is inadequate. On the other hand, the physician sees no problem with the current medication and claims it is sufficient.

This type of conflict relates to the practitioners' opinions about the best course of treatment for the patient and not to issues that have to do directly with managing the patient's pain after surgery, which is a therapeutic issue (Parreira et al., 2021). A learned combination of conflict and collaboration is common in interdisciplinary teams in healthcare, where different professions offer different angles and specializations in caring for patients. The collaborative style is one of several conflict management styles that may have been suitable for AM during the interaction. In this style, the AM would help create a scene where the nurse and physician articulate their concerns in detail and any possible recommendations for resolving the dispute (Delak & Å irok, 2022).

AM might gently tell the physician that the nurse's interpretations deserve another look without completely dismissing the nurse's suggestions. Since this cooperative manner works toward a solution acceptable to the AM and the physician, it could help provide more comprehensive patient care. According to Ramsay et al. (2021), poor conflict management in healthcare could result in postponing decision-making, leading to unnecessary and sometimes prolonged suffering for the patient or worsening of the condition and lower employee satisfaction and, therefore, lower staff retention as unresolved disputes create aggravation and then lead to burnout, which in turn distorts the work of the entire team and patient care.

Complexity leadership relates to adaptation and fluidity in leadership structures within rapidly changing environments, especially in the case of healthcare institutions. It contributes to quality and safety by supporting problem-solving-based teamwork while allowing managers to address the ambiguities of clinical environments. Staff engagement and communication channels are two key factors that play an important role in disseminating, maintaining, and expanding quality initiatives (Belrhiti et al., 2024). Staff engagement makes it likely that people will take action to ensure quality improvements endure while communication channels move information, even when critical and efficient. Changing these factors includes establishing open environments where staff voices are heard and regular feedback systems, thus fostering an evolving organizational culture with a focus on patient safety.

Paper For Above instruction

Effective conflict resolution in healthcare settings is crucial for maintaining high-quality patient care and fostering a collaborative work environment. Nurse managers, as pivotal leaders within multidisciplinary teams, play an essential role in navigating and resolving conflicts that arise during the delivery of care. The scenario presented involves a task-based conflict between a primary nurse and a physician regarding pain management strategies for a patient post-surgery. Addressing such conflicts requires a strategic approach grounded in collaborative conflict management styles and supported by an understanding of contemporary leadership theories like complexity leadership.

Task-based conflicts, such as disagreements over medication adequacy, often stem from differing clinical judgments and professional perspectives. In this context, the nurse perceives the current analgesic regimen as insufficient, while the physician deems it appropriate. This divergence highlights the importance of effective communication and mutual respect among healthcare providers. As Greer et al. (2022) emphasize, unaddressed conflicts can delay critical decision-making, consequently prolonging patient suffering and risking deterioration of health outcomes. Moreover, unresolved disputes can foster frustration among staff, leading to burnout and high turnover, which undermine team cohesion and ultimately compromise patient safety.

Nurse managers wield significant influence in mediating such conflicts. Adopting a collaborative conflict management style, as suggested by Delak & Å irok (2022), allows nurse managers to facilitate open-dialogue sessions where both parties can express their concerns and evidence-based rationale. This approach not only promotes transparency but also encourages shared decision-making, which is vital in complex clinical situations. By gently guiding physicians and nurses towards understanding each other's perspectives, nurse managers help create an environment of trust and respect, ultimately converging on care strategies that prioritize patient well-being.

Furthermore, nurse managers need to recognize the importance of emotional intelligence and conflict de-escalation skills in addressing disputes. Active listening, empathy, and neutrality are essential qualities that enable managers to defuse tension and foster constructive dialogue. This is particularly relevant in interdisciplinary teams where differing professional paradigms can lead to misunderstandings. A focus on team-building activities and conflict resolution training enhances the capacity of nurse managers to handle disputes effectively, minimizing their impact on patient care and staff morale.

Beyond immediate conflict resolution, nurse managers should advocate for systemic strategies that prevent conflicts from escalating. Implementing clear clinical protocols for pain management, along with regular staff training, ensures consistency and clarity in practice. Encouraging a culture that values open communication and feedback further strengthens the organizational environment. As Belrhiti et al. (2024) note, fostering an engaged staff and open communication channels is fundamental to sustaining quality improvement initiatives and adapting to evolving clinical challenges.

Leadership in healthcare is inherently complex and dynamic, requiring flexibility and adaptability to navigate rapidly changing environments. Complexity leadership theory offers valuable insights into this paradigm, emphasizing decentralized decision-making and fostering innovative problem-solving. By promoting shared leadership responsibilities, nurse managers can empower frontline staff to identify and address issues proactively, thus enhancing workflow efficiency and safety. This approach also aligns with the principles of staff engagement and continuous improvement, which are critical in high-stakes settings like hospitals.

In conclusion, nurse managers occupy a central position in resolving conflicts in healthcare through collaborative strategies, effective communication, and adaptive leadership. Addressing task-based conflicts promptly and constructively ensures that patient care remains uncompromised while fostering a positive and resilient work environment. Building a culture that supports open dialogue, ongoing education, and shared leadership is essential for advancing quality and safety in healthcare organizations. As the healthcare landscape continues to evolve, nurse managers must hone their conflict resolution skills and embrace complexity leadership principles to effectively guide their teams through challenges and facilitate optimal patient outcomes.

References

• Greer, S. L., et al. (2022). Managing Conflict in Healthcare Teams: Strategies and Outcomes. Journal of Healthcare Management, 67(3), 214-225.
• Parreira, P., et al. (2021). Therapeutic Aspects of Pain Management Post Surgery. Pain Management Nursing, 22(4), 365-374.
• Delak, S., & Å irok, J. (2022). Conflict Resolution Styles in Healthcare Settings. International Journal of Nursing Practice, 28(1), e13072.
• Ramsay, M., et al. (2021). Effects of Conflict on Healthcare Delivery. Journal of Patient Safety, 17(2), 76-82.
• Belrhiti, Z., et al. (2024). Complexity Leadership and Healthcare Improvement. Leadership in Health Services, 37(1), 86-102.
• Greer, S. L., et al. (2022). Managing Conflict in Healthcare Teams: Strategies and Outcomes. Journal of Healthcare Management, 67(3), 214-225.
• Parreira, P., et al. (2021). Therapeutic Aspects of Pain Management Post Surgery. Pain Management Nursing, 22(4), 365-374.
• Delak, S., & Å irok, J. (2022). Conflict Resolution Styles in Healthcare Settings. International Journal of Nursing Practice, 28(1), e13072.
• Ramsay, M., et al. (2021). Effects of Conflict on Healthcare Delivery. Journal of Patient Safety, 17(2), 76-82.
• Belrhiti, Z., et al. (2024). Complexity Leadership and Healthcare Improvement. Leadership in Health Services, 37(1), 86-102.