Putting conflict management into practice: a nursing case study

Abstract

Further nursing education in conflict management for staff nurses and nurse managers is greatly needed.

Assessing the effectiveness of conflict management training in a health sector organization: evidence from subjective and objective indicators

“…Whilst there are multiple guidelines for implementing conflict resolution systems in healthcare organisations, little research has been done to explore the impact of conflict management training on organizational outcomes even though conflict management has been recognized as a pivotal competence that workers should develop to do their jobs effectively (e.g., Brinkert, 2011;Greer et al, 2012;Janss et al, 2012;Saltman et al, 2006;Vivar, 2006). In this context, the study seeks to evaluate the effectiveness of a theory-driven conflict management skills training intervention implemented in a healthcare organization.…”

“…Furthermore, this model is easier to extrapolate to the healthcare context in which workers need to maintain a high level of concern for the interests of the other party in conflict situations if they are to do their jobs effectively, given the demands inherent in providing high quality care to patients and task interdependence between co-workers in the sector (Brinkert, 2011;Greer et al, 2012, Janss et al, 2012Vivar, 2006).…”

“…Indeed, HR managers and practitioners should begin by considering whether it may be necessary to develop a positive conflict management culture (since our target organization already had procedures for dealing with conflicts through third-party mediation). In such case, other interventions to facilitate conflict management and resolution, such as conflict coaching or formal conflict resolution systems, may be more apt (e.g., Bendersky, 2003;Brinket, 2011;Vivar, 2006).…”

“…However, mainstream approaches in the healthcare industry have focused on developing formal systems of conflict resolution by incorporating mediation or third-party interventions to cover not only interpersonal conflicts at work (between patients and healthcare providers, or between co-workers) but also conflicts derived from medical malpractice (JCAHO, 2013), ignoring the need for conflict management systems to focus on the prevention of destructive conflict by providing employees with effective conflict management skills (Brinkert, 2011;Greer, Saygi, Aaldering, & De Dreu, 2012;Janss et al, 2012;Saltman, O'Dea, & Kidd, 2006;Vivar, 2006). Moreover, research addressing the effectiveness of conflict management interventions is rather scarce, despite widespread recognition of the importance of conflict management skills as a crucial interpersonal competence (for recent notable exceptions, see Lu, Tjosvold, & Shi, 2010;Tjosvold, Chen, Huang, & Xu, 2014).…”

Impact of Interpersonal Conflict in Health Care Setting on Patient Care; the Role of Nursing Leadership Style on Resolving the Conflict

“…The most important sources of conflict are deviating management style, staff perceptions, and scarce resources in the unit resulting in higher levels of stress, differences in goals among work groups and competition. 5 Hence, managerial style plays a vital role when conflict is arising either within group or with manager. However, stressful environment, difficulty in achieving the goal and misperceptions lead to conflict.…”