The variety of people with diverse “perceptions, personalities and behaviors” could ignite a problem at any moment (Sikes, 2010). The common goals were what brought them together. Barriers were inevitable but efforts to prevent conflicts needed to come from the right quarters. The idea was not to totally prevent the conflict but to manage it well so that a creative style with classic decision-making produced improved outcomes. The cohesion of the group was ensured through the efficient management of conflict. Too much conflict was conducive to frequent sparring and a decrease in performance; group cohesion suffered in the long run. Conflicts could arise between any of the stakeholders in a healthy environment: between nurses, nurses and doctors, nurses and patients, nurses and the patients’ families, doctors and patients’ families, nurse manager and staff nurses, the staff of different categories and between policymakers and the hospital industry. The nursing profession needed to handle conflicts with confidence and evoke the best results. The nurse manager had to use her skills of communication and interpersonal skills to identify the main problem of the conflict by interaction with the nurses. They were allowed to speak singly to convey the reason for their outburst. The real reason was to be made evident through questioning both of them. The conflict was over the deficient management of a stroke patient. Using charisma, communication skills, and good interpersonal skills, the nurse manager could evaluate the situation. She could also ask them to help find the best solution through collaboration. The nurse manager could use her communication skills to impart appropriate methods of handling conflict issues in the hospital. Good interpersonal relationship needed to be developed among the nurses; the nurse manager could cultivate a healthy relationship and team cohesiveness with the nurses through interactional justice, lifting the unit morale and perceptions of fairness.
Abu, AlRub R. (2004) Job stress, job performance and social support among hospital nurses.
Journal of Nursing Scholarship 36 (1), 73–78.
Alleyne, J. and Jumaa, M.O. (2007). Building the capacity for evidence-based clinical nursing
leadership: the role of executive co-coaching and group clinical supervision for quality
patient services Journal of Nursing Management 15, 230–243
Almost, J. (2006) Conflict within nursing work environments: concept analysis. Journal of
Advanced Nursing 53 (4), 444–453.
Almost, J., Doran, D.M., Mcgillis, Hall L. & Spence, Laschinger H.K. (2010) Antecedents and
consequences of intra-group conflict among nurses Journal of Nursing Management 18,
Brinkert, R. (2006) Conflict coaching: advancing the conflict resolution field by developing an
individual disputant process.Conflict Resolution Quarterly 23, 517–528.
Brinkert, R. (2010) A literature review of conflict communication causes, costs, benefits and
interventions in nursing. Journal of Nursing Management 18, 145–156.
Cooper, S.J. (2003) An evaluation of the Leading an Empowered Organisation Programme.
Nursing Standard 17 (24), 33–39.
Grumbach, K. and Bodenheimer, T. (2004). Can Health Care Teams Improve Primary Care
Practice? JAMA. 2004;291:1246-1251 American Medical Association
Haraway D.L. & Haraway W.M. III (2005) Analysis of the effect of conflict- management and
resolution training on employee stress at a healthcare organization. Hospital Topics 83
Koslowsky, M. and Stashevsky, S. (2005). Organizational values and social power. International
Journal of Manpower; 2005; 26, 1; ABI/INFORM Global pg. 23
Kriet, K. (2008). Enhancing and using negotiating skills. Dermatology Nursing, Vol. 20 (2).
Laschinger H.K.S. & Finegan J. (2005) Using empowerment to build trust and respect in the
workplace: a strategy for addressing the nursing shortage. Nursing Economics 23, 6–13.
McKenna ,B.G., Smith, N.A., Poole S.J. & Coverdale, J.H. (2003) Horizontal violence:
experiences of nurses in the first year ofpractice. Journal of Advanced Nursing 42 (1),
Moss, M.T. (2002) The Emotionally Intelligent Nurse Leader. Jossey Bass, San Francisco, CA.
Poncet M.C., Toullic P., Papazian L. et al. (2007) Burnout syndrome in critical care nursing
staff. American Journal of Respiratory and Critical Care Medicine 175 (7), 698–
Salacuse, J.W. (2004). Negotiating: The top ten ways that culture can affect your negotiation
Ivey Business Journal Online; Sep/Oct 2004; ABI/INFORM Global
Sikes, B., Gulbro, R.D. and Shonesy, L. (2010). Conflict In Work Teams: Problems And
Solutions Proceedings of the Academy of Organizational Culture, Communications and
Conflict, 15(1) New Orleans, 2010. Allied Academies International Conference
Siu H., Laschinger H.K.S. & Finegan J. (2008) Nursing professional practice environments:
setting the stage for constructive conflict resolution and work effectiveness. Journal of
Nursing Administration 38, 250–257.
Swearingen S. & Liberman A. (2004) Nursing generations: an expanded look at the emergence
of conflict and its resolution.The Health Care Manager 23, 54–64.
Vivar C.G. (2006) Putting conflict management into practice: a nursing case study. Journal of
Nursing Management 14, 201–206.
Wheeler P. (2001) The Myers Briggs type indicator and applications to accounting education and
research. Issues in Accounting Education 16 (1), 125–150.
Whitworth, B.S. (2008). Is there a relationship between personality type and preferred conflict-handling styles? An exploratory study of registered nurses in southern Mississippi. Journal of Nursing Management 16, 921–932
Please type your essay title, choose your document type, enter your email and we send you essay samples