Critical analysis of Nursing scenario - Essay Example

? Critical Analysis of a Nursing Scenario Critical Analysis of a Nursing Scenario Introduction Conflict resolution is a key responsibility of nursing unit manager because unresolved conflicts can negatively impact the operations of the worksite environment. Conflict resolution often becomes a difficult task for the manager if he/she does not have the support of staff. As Leary (2011) points out, the modern nursing literature proposes different tools for facilitating conflict resolution in the worksite environment so as to assist nursing managers to deal with various workplace issues effectively. This paper will discuss a particular nursing workplace conflict scenario and suggest potential solutions to address the situation using an effective conflict resolution tool. Critical Analysis The given scenario clearly reveals that there are numerous issues existing in the workplace, the key reason leading to frequent sick calls, tardiness, and lack of productivity. The conversation between Susan Barnes and Shawna Hayes clearly indicates that team formation and job distribution is poorly managed and this situation in turn results in weak employee satisfaction. Due to pitfalls in team formation, members of Team 2 experience increased work stress whereas Team 1 members obtain a more relaxed worksite environment. In addition, some nurses always manage to work with Team 2 to avoid workload and the resulting job stress. Evidently, this situation is severely affecting team collaboration and the spirit of team work and this is most likely to end up in poor quality patient care. Finally, inadequate remuneration is also a major reason causing poor staff satisfaction; employees are greatly discouraged because they are not paid proportionate to the workload they bear. While analyzing the given case context, it is clear that the conflict situation is organizational because it is caused by improper management practices. It is necessary for the nursing manager to exercise due care while addressing an organisational conflict situation. According to Kelly and Crawford, there are mainly seven conflict resolution techniques such as avoiding, accommodating, competing, compromising, negotiating, collaborating, and confronting. In the words of Coburn (n.d.), under avoiding strategy, the conflict is simply ignored whereas the accommodating strategy implies that one side gives in to the other side to resolve the conflict. Ogunyemi et al (2010) state that the tool of competing forces the parties involved in the conflict to compete for the goal, while compromising tool encourages each side to give up something and gain something. In the view of Sontor (2009), the manager uses the negotiating tool to organize high level discussion that seeks agreement but not necessarily consensus. According to Khanaki and Hassanzadeh (2010), the collaborating tool persuades both sides to work together so as to develop the optimal outcome whereas the confronting approach takes immediate and obvious efforts to stop conflict at the very start (p.na). In the current situation, tools like avoiding, accommodating, competing, compromising, collaborating, or confronting may not be effective because the issues are well rooted, and hence need stronger and more extensive resolution approach. Therefore, it is advisable for the nursing unit manager to employ the negotiating tool to address the conflict situation identified. The major advantage of using this conflict resolution tool is that the solution developed will be permanent “for a variety of reasons, such as a union of contract, a permanent change in policy or governance, or career or life changes” (Kelly & Crawford, p.304). In the view of Lewicki, Hiam, and Olander, “there are five basic approaches to negotiating: collaborative (win-win), competitive (win at all costs), avoiding (lose-lose), accommodating (lose to win), and compromise (split the difference)” (as cited Kelly & Crawford, p.304). It would be better to employ the compromise-negotiating tool to deal with conflict resolution in the given case scenario. The compromise-negotiating tool is really helpful for the manager to end the worksite conflict quickly because each side sincerely tries to develop a solution by giving up some of their interests under this approach. In addition, it is a better conflict resolution method that would promote long term employee relations and job satisfaction. Finally, this technique may assist the manger to identify the actual problems of his followers and to suggest a remedy which would be acceptable to all. To bring an end to the current issues identified in the worksite, the nursing unit manager must organize a meeting of all the staff in order to provide them a common platform to tell their problems. Such a meeting can assist the manager to know whether Barnes’ problem is an isolated case. If the problem is common to others also, the manager has to take necessary steps to rebuild the team in way job responsibilities and workload are equally distributed. For this, the manager must ensure the cooperation of the entire staff because a forceful team rebuilding may hurt staff members who are enjoying the benefits of current team structure. In addition, no staff nurse should be permitted to continue in a team for a long period because such a system may negatively affect co-workers’ morale and staff’s interpersonal relationships. It is recommendable for the nursing manager to introduce a rotation system to make sure that job responsibilities are rotated among the staff periodically. Although there is a possibility of ego clash between RNs and LPNS while executing this change, an effective negotiation process can eliminate such troubles. The team rebuilding and staff rotation policies can resolve interpersonal staff conflicts successfully and promote a sense of teamwork in the worksite environment. As identified already, low remuneration is another major problem. The nursing manager has to take proper initiatives to make certain that nurses’ overtime work does not go underpaid. It is also advisable for the manager to increase the basic pay of the staff if possible, because money is the most effective incentive that can achieve employee satisfaction. For this, the nursing unit manager should negotiate with the staff as well as the top management. Throughout the negotiation process, the manager must encourage parties involved to give up something to gain something. Once there is a mutual agreement for remuneration increase, it will become a contract and hence the possibility of a return to the conflict is eliminated. Referring to Carayon and Gurses (2008), the basic pay increase would assist the manager to gain improved staff support, and hence to deal with staff performance successfully. Conclusion From the above discussion, it is clear that the compromise-negotiating tool can be more effective to facilitate conflict resolution in the given scenario. Team rebuilding and the work rotation with the participation of the nursing staff are essential to bring an end to this organizational conflict. In addition, an increase in staff remuneration and introduction of overtime pay can be better to promote staff satisfaction and hence to address workplace issues like frequent sick calls, tardiness, and lack of productivity. References Coburn, C. Negotiation Conflict Styles. The Negotiation Experts. Retrieved from http://www.negotiations.com/articles/negotiation-conflict-profiles/ Carayon, P & Gurses, A. P. (2008). “Nursing Workload and Patient Safety—A Human Factors Engineering Perspective”. In Patient Safety and Quality: An Evidence-Based Handbook for Nurses. R. G. Hughes (Ed.). AHRQ. Khanaki, H & Hassanzadeh, N. (Oct 2010). Conflict Management Styles: The Iranian General Preference Compared to the Swedish. International Journal of Innovation, Management and Technology, 1 (4). Retrieved from http://www.ijimt.org/papers/74-M465.pdf Kelly, P., & Crawford, H. (2013). Nursing leadership and management (2nd ed.). Toronto, ON: Nelson Education. Leary, A. M. (2011). The implementation of conflict management training into the post anesthesia care setting for staff nurses during yearly competency day. Retrieved from http://www.cct.umb.edu/leary.pdf Ogunyemi, D., Fong, S., Elmore, G., Korwin, D & Azziz, R. (2010). The Associations Between Residents' Behavior and the Thomas-Kilmann Conflict MODE Instrument. Journal of Graduate Medical Education, 2 (1). Retrieved from http://www.jgme.org/doi/full/10.4300/JGME-D-09-00048.1 Sontor, S. (2009). Conflict Management Styles in Croatian Enterprises – The Relationship between Individual Characteristics and Conflict Handling Styles. Working paper. Retrieved from http://web.efzg.hr/RePEc/pdf/Clanak%2009-05.pdf Read More