Conflict
Conflict is characterized as a condition of discord among a group of individuals who hold divergent beliefs, attitudes, values, or priorities.
Conflict setting :
As I arrived in the emergency room for my 12-hour shift, I discovered that the day’s workload was fairly substantial. Seven patients, including two who were unstable then, were given to me. I observed that my colleague had a light workload; only five patients were on her caseload, and all of them were supposed to be sent home during the shift.
My patient load surpassed the ER’s recommended patient number and acuity limits, which upset me. I had earlier observed that my colleague frequently obtained easier assignments because of her reputation for being frightening and confrontational. The charge nurse responded that she was busy and that “it is what it is” when I decided to discuss the matter with her. I reached a breaking point in my frustration and felt it was time to speak with the unit manager about this ongoing problem.
Insight
Cooperation is the most successful approach to handling conflicts.
The management could meet informally with the charge nurse and the nurses to explore how they can all reach an amicable resolution.
Each participant can share their thoughts and feel heard by management. The parties concerned will be more ready to agree if everyone on the unit—including other staff members and patients—is involved. This solution provides the fastest resolution path while enhancing patient outcomes and care.
Negotiation might be a crucial element.
Negotiation involves
- controlling reactions during the conflict,
- seeking to listen and understand the other party’s issues actively,
- identifying the unmet need, and
- being able to compromise and collaborate to come to a positive solution.
-Erin
References:
McLean, Scott. Exploring Interpersonal Communication v2.0. Available from: Bookshelf, Flat World Knowledge, 2018.Thomas, K. W. (1992). Conflict and Conflict Management: Reflections and Update. Journal of Organizational Behavior, 13(3), 265–274. http://www.jstor.org/stable/2488472
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