Current Research: Ways To Grow Our Knowledge
Current Research Is One Of The Ways We Can Grow Our Knowledge Base Abo
Current research is one of the ways we can grow our knowledge base about financial issues in health care. Click here to access the following article (I am attaching article) Gaudine, A.P., & Beaton, M.R. (2002). Employed to go against one’s values: Nurse Managers’ account of ethical conflict with their organizations. Canadian Journal of Nursing Research, 34(2), 17-34. 1.
Read the article and pay close attention to the development of themes as described by the authors 2. The authors identified four ethical conflicts for the nurse managers. Identify two of these and explain the data which helped the authors to justify the particular theme. 3. Develop an action plan for nurse managers to potentially overcome both of the identified ethical conflicts.
Paper For Above instruction
The article by Gaudine and Beaton (2002) provides an insightful exploration of the ethical conflicts faced by nurse managers in healthcare organizations. Through their qualitative research, they identify four primary ethical conflicts, two of which are highlighted here: the conflict between organizational policies and personal values, and the conflict involving resource allocation. Understanding these conflicts and the data supporting them is crucial for developing effective strategies to address ethical challenges in healthcare management.
One significant ethical conflict discussed by Gaudine and Beaton is the tension that nurse managers experience when organizational policies are at odds with their personal professional values. The data supporting this theme includes interviews and narrative accounts from nurse managers who describe situations where they are compelled to enforce policies they personally find unethical or misaligned with patient care standards. For instance, some nurse managers expressed feelings of moral distress when required to enforce staffing decisions that compromised patient safety or did not align with their commitment to high-quality care. The authors justify this theme by illustrating how these narratives consistently reveal internal conflict and emotional stress, which interfere with their ability to perform their roles ethically and effectively.
The second ethical conflict identified pertains to resource allocation—particularly deciding how to distribute limited resources such as staff, equipment, or medications. The data underpinning this theme comprises detailed case examples and commentary from nurse managers who describe making difficult choices that prioritize some patients or services over others. For example, a nurse manager recounts the dilemma faced when requesting additional staffing hours but being denied due to budget constraints, forcing her to make difficult decisions about patient care priorities. The authors use these accounts to demonstrate how resource scarcity creates moral dilemmas, forcing nurse managers into situations where they must balance organizational constraints with their duty to provide equitable patient care.
To address these ethical conflicts, nurse managers can develop targeted action plans that promote ethical resilience and advocacy. For the conflict between organizational policies and personal values, the first step involves establishing open communication channels between nurse managers and organizational leaders. Regular ethical consultations, ethics committees, and debriefing sessions can provide platforms for nurses to voice concerns and influence policy development. Education on ethics and moral resilience can empower nurse managers to navigate conflicts productively and maintain personal integrity without compromising organizational goals. Encouraging ethical reflection and peer support networks can also help managers cope with moral distress, reducing burnout and promoting ethical practice.
Regarding resource allocation conflicts, nurse managers should advocate for transparent decision-making processes that include frontline staff in resource planning and prioritization. Implementing evidence-based guidelines for resource distribution can minimize subjective biases and promote fairness. Training in ethical decision-making, particularly in resource-limited environments, can prepare nurse managers to justify their choices and communicate effectively with staff and stakeholders. Additionally, forming multidisciplinary committees that include clinical staff, administrators, and financial managers can facilitate more equitable and ethically sound resource allocation decisions. These collaborative efforts can help align organizational policies with ethical imperatives and improve staff morale and patient outcomes.
Overall, addressing ethical conflicts in healthcare management requires a proactive, multifaceted approach that emphasizes communication, ethics education, advocacy, and collaborative decision-making. By fostering an organizational culture that values ethical reflection and inclusivity, nurse managers can better navigate moral dilemmas, uphold their professional integrity, and improve patient care outcomes.
References
Gaudine, A. P., & Beaton, M. R. (2002). Employed to go against one’s values: Nurse managers’ account of ethical conflict with their organizations. Canadian Journal of Nursing Research, 34(2), 17-34.