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The director ought to have communicated to the nurses on the sweeping changes so as to obtain their concerns or contribution. An example of a factor that can cause conflict is the adjustment of work hours or process. Also, Nurses who have vast experience in the department may feel isolated or unappreciated and hence the hostility. Experience is important when making changes to treatment plans, and career development aspects such as promotion.
Despite the imminent threat of conflict, nurse leaders can devise methods to avert it. Conflict can be managed through compromise (American Sentinel University, 2011). A nurse leader ought to analyze the motive and the impact of such reorganization. If the actions consider the interest of patients and the nurses, then a compromise can be reached in which all nurses adapt to the changes. If the changes violate the interest of nurses, a nurse leader can take a collaborative approach and engage the director in finding common ground. In this approach, the director ought to cede ground on issues that violate the interest of nurses, and nurses to allow several vital changes in the department.
American Sentinel University. (2011, July 27). The Five Styles of Managing Conflict Resolution for Nursing. Retrieved June 30, 2015, from
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used by competition in accessing resources, jurisdictional ambiguities, personality differences, conflict of interests, power relations, incompatibility of goals, miscommunications or misunderstanding, and misperception.
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