Managing and mitigating conflict in healthcare teams: an integrative review

Abstract

By synthesizing the knowledge and identifying antecedents, this review offers evidence to support recommendations on managing and mitigating conflict. As inevitable as conflict is, it is the responsibility of everyone to increase their own awareness, accountability and active participation in understanding conflict and minimizing it. Future research should investigate the testing of interventions to minimize these antecedents and, subsequently, reduce conflict.

An integrative review on conflict management styles among nursing professionals: implications for nursing management

“…As a multidimensional concept, the way an individual responds and manages conflict is affected or influenced by a number of factors (individual factors, organisational or contextual factors, and interpersonal factors) (Almost et al., ; Ayub et al., ; Gbadamosi, Ghanbari Baghestan, & Al‐Mabrouk, ). Mounting evidence identified various factors such as age, nationality, gender, motives, values, knowledge, coping skills, emotional intelligence, and personality as important antecedents to the choice of handling conflicts for an individual (Almost, ; Almost et al., ).…”

“…As a multidimensional concept, the way an individual responds and manages conflict is affected or influenced by a number of factors (individual factors, organisational or contextual factors, and interpersonal factors) (Almost et al., ; Ayub et al., ; Gbadamosi, Ghanbari Baghestan, & Al‐Mabrouk, ). Mounting evidence identified various factors such as age, nationality, gender, motives, values, knowledge, coping skills, emotional intelligence, and personality as important antecedents to the choice of handling conflicts for an individual (Almost, ; Almost et al., ). Organisational or contextual factors known to influence the conflict‐management style of an individual included work environment (workload, staffing, work time, job stress, time pressures, and complexity of care shiftwork), organisational culture, management and administrative support, teamwork, and cohesiveness within the organisation, resources, and the decision‐making process (Almost, ; Almost et al., ).…”

“…Mounting evidence identified various factors such as age, nationality, gender, motives, values, knowledge, coping skills, emotional intelligence, and personality as important antecedents to the choice of handling conflicts for an individual (Almost, ; Almost et al., ). Organisational or contextual factors known to influence the conflict‐management style of an individual included work environment (workload, staffing, work time, job stress, time pressures, and complexity of care shiftwork), organisational culture, management and administrative support, teamwork, and cohesiveness within the organisation, resources, and the decision‐making process (Almost, ; Almost et al., ). Interpersonal conditions such as communication or exchange of information, trust and support from the supervisor, fairness and respect, leadership styles of the nurse manager, level of interaction within the organisation, and colleague support also influence conflict‐management style (Almost, ; Almost et al., ).…”

A qualitative study of collaboration in general practice: understanding the general practice nurse's role

“…, Almost et al . ). Ambiguity is also linked to ad hoc negotiations regarding the nurses’ role and a lack of clarity in their scope of practice (Merrick et al .…”

The role of empathy and emotional intelligence in nurses’ communication attitudes using regression models and fuzzy‐set qualitative comparative analysis models

“…Clearly, communication skills, EI and empathy are critical to providing high‐quality nursing care and understanding patients from a holistic perspective (Kahraman & Hiçdurmaz, ). Studies suggest that nurses who lack EI and cannot effectively communicate with the patient and family or the team result in an unfavourable working climate and an increase in errors in care (Almost et al., ; Stayt, ).…”