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Conflict
Communication, Teamwork
| Term | Definition |
|---|---|
| Conflict | Occurs when diverse interests about significant issues or concerns among individuals, groups, or organizations prevent problem solving, or emotional opposition creates discord, stifles effective communication |
| Intrapersonal | Within an individual. An example of intrapersonal conflict is a nurse who is working a shift that interferes with her family schedule and is creating conflicting emotions in that nurse. |
| Interpersonal | Between two or more people. An example of interpersonal conflict is a situation where a family member is angry with a nurse over a treatment or medication change. |
| Intergroup | Between teams in competition or opposition to one another. An example is a disagreement between two units about the best way to transfer a patient and provide a handoff report. |
| Intraorganizational | Between two organizations within one market |
| Overt conflict | Addressed openly and obvious to most individuals |
| Covert conflict | Not discussed openly and may be avoided or ignored |
| Typical causes of conflict: | Miscommunication, inaccurate information, mistrust, ambiguous role expectations, ineffective leadership and resistance to change |
| Physician /Nurse causes of conflict: | Lack of confidence on part of nurse, attempt to save face, fear or repercussions, deference to physician and attempt to preserve patriarchal nurse–physician relationship. |
| Nurse/Patient causes of conflict: | Lack of knowledge on part of patient or family member(s), poor coping skills on part of patient or family member(s), fear or anxiety, unmet needs, and failure of nurse to promote therapeutic relationship. |
| Resolving conflict requires: | Increased cognitive, emotional, behavioral skills, confidence, and competence |
| Competing | assertive, power-oriented approach |
| Collaborating | cooperative approach |
| Compromising | approach in which both parties are partially satisfied |
| Avoiding | uncooperative approach |
| Accommodating | attempt to satisfy others’ needs while neglecting own |
| Status-based Communication | Based on hierarchy (e.g., physician “giving orders”) Focuses on needs/desires of more powerful team member Forceful language that conveys or reaffirms status Does not lend itself to dialogue |
| Team-centered Communication | Emphasizes shared problem solving Uses “we” statements Shared responsibility, open discussions |
| Fundamental components of therapeutic relationship include: | Demonstrating respect Being self-aware Maintaining boundaries within the team Being empathetic Accepting individuality Promoting equality among team members |
| Leadership can prevent conflict by: | Allocating resources fairly, including workload balance and intensity, clearly define role expectations for all team members, encourage staff to provide feedback without threat of punitive action, and acknowledge team members’ accomplishments. |
| Addressing conflict with self awareness | Self-inventory tools Personal inventories |
| Incivility in workplace includes | Aggression, Bullying, and Violence |
| Reasons why problems may not be reported: | Fear of retribution Lack of knowledge of reporting system Assumption that the behavior is acceptable Failure of administration to support or respond to previous reports Overall lack of awareness in individual or staff |
| Hostile behavior | the first response should be to communicate control, calm situation and relocate if necessary outside patient or public areas |
| Workplace bullying | long-term behavior (≥6 months) and includes verbal abuse: malicious, repeated, harmful mistreatment of an individual with whom one works. Can escalate to physical threats. |
| Horizontal violence (HV) | aggressive acts committed against a nurse by one or more nursing colleagues |
| Horizontal violence (HV) behaviors | Gossiping about, speaking sarcastically to target nurse Unkind or antagonistic interactions Divisive behavior Condescending or patronizing behavior |
| Victims of bullying can experience | Depression, anxiety, a sense of isolation |
| How to address bullying as a staff RN: | Involve leadership, and be aware of organizations that may be available for assistance State nursing association American Nurses Association Department of Justice |
| Barriers to effective nurse-physician collaboration | perceptions of inequity in their roles, superiority perception |
Created by:
fras9167
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