conflict resolution paper nursing

What is Conflict Resolution in Nursing? (With Examples, Stages, Types, & Importance)

Have you ever felt the stress and tension caused by conflict at work? No matter your position or work setting, at some point, everyone experiences workplace conflict. In nursing, knowing how to identify causes of conflict and remedying them is essential to providing high-quality patient care and improving patient and organizational outcomes. Perhaps you have heard the term conflict resolution but wonder, “What is conflict resolution in nursing?” You may ask, “What can I do to help promote conflict resolution in nursing?” In this article, I will explain what conflict resolution in nursing is and give some insight into why it is so important. As you continue reading, you will learn about various stages and types of conflict nurses experience, find examples of common conflicts in nursing, and learn ways to resolve them.

What Exactly Is Conflict Resolution In Nursing?

3 reasons why conflict resolution is so important in nursing, reason #1: effective conflict resolution boosts employee morale, reason #2: improved patient outcomes, reason #3: conflict resolution promotes effective and safe care delivery, 5 main types of conflicts in nursing, t ype #1: ethics/values-based conflicts, type #2: task-based conflicts, type #3: ego-based conflicts, type #4: interpersonal conflicts, type #5: issue-based conflicts, 5 stages of conflict resolution in nursing, type #1: latent stage, type #2: perceived stage, type #3: felt stage, type #4: manifest stage, type #5: aftermath stage, 6 effective strategies for conflict resolution in nursing, strategy #1: obliging, strategy #2: avoiding, strategy #3: competing, strategy #4: compromising, strategy #5: collaborating, strategy #6: modeling, what are the most common conflict resolution examples in nursing, example #1: unfair work assignments, resolution:, example #2: overlapping roles, example #3: ethical dilemmas, example #4: poor team dynamics, example #5: staffing ratios, example #6: ineffective communication, example #7: lack of leadership or managerial support, example #8: limited resources, my final thoughts, list of sources used for this article.

Trusted Health Blog

Conflict In Nursing: Types, Strategies, and Resolutions

No job is completely drama-free, and travel nursing is no exception : conflict in nursing definitely exists, making conflict resolution an important (albeit underrated) skill. Especially now, we’ve felt the influence of a changing healthcare landscape which influences care and patient rights- how do we navigate changes as a team when differences arise?

Trusted Health is always here to assist if conflict arises throughout your travel nursing contract. Our nurse advocates are experts in a wide range of nursing support. Now, let’s talk about our top tried-and-true conflict resolution strategies in nursing! ‍

What Is Conflict in a Nursing Setting?

The Merriam Webster dictionary defines conflict in part as any “struggle resulting from incompatible or opposing needs, drives, wishes, or external or internal demands.” Interpersonal conflict occurs when that struggle is between two or more people and can actually arise at many different relationship levels.: 

An example of this would be between doctors and nurses, between patients and nurses, and even between nurses! 

Not all conflicts are created equal, and that’s important to know. Developing a reliable way to determine the basis of any issue in which you’re not seeing eye-to-eye with someone else is the first step to creating a roadmap to conflict resolution. And by taking this step, you’re increasing your ability to leverage empathy and pay attention to behavioral clues that can help you identify the best approach to resolve the situation at hand.  ‍

What Creates Conflict In Healthcare Settings?

Different people with different personal and professional backgrounds will often have different opinions on the best course of care . Misunderstandings, especially in a fast-paced healthcare setting, can and will occur. Add in the stress inherent in caring for (and saving) lives, and it’s no wonder that we expect to face conflict in nursing and other healthcare specialties. 

But there’s a difference between conflict and hostility. In fact, most sources of conflict in healthcare shouldn’t lead to hostility. While you may disagree with the patient care plan, be unhappy with the way that someone is handling a situation, or even seriously question the ethics of certain procedures, there are ways to de-escalate tension and practice conflict resolution skills in nursing.

And by learning ( and practicing ) proper conflict resolution strategies, you’ll not only be making your day-to-day easier, you’ll be redirecting everyone’s energy and focus to the patients and their families―the people who need it most.  ‍

How does unresolved conflict impact patient care?

Not only does unresolved conflict make for an uncomfortable workplace environment, but it can also negatively impact patient care. For example, if a nurse has a concern or question or is worried they will be criticized or judged for not knowing the answer, they may choose not to speak up. This can lead to incorrect processes and errors, especially in new environments. 

Unresolved conflict can also create a tense environment where one nurse is less apt to offer help or assistance to another nurse if needed. This can lead to delays in patient care, frustration, and decreased satisfaction for healthcare staff and patients. 

Unresolved conflict can negatively impact patients and nurses alike. Now, before we dig deeper into conflict resolution strategies in nursing, let’s learn a little more about common types of conflict that occur.  ‍

Types of Conflict in Nursing

Issue-based conflict in nursing.

Issue-based conflicts occur when the root cause is a disagreement about how to handle a problem at hand. This is the most straightforward of the types of conflict that you’ll encounter in nursing, as the main source of tension is simply a difference in approach to a common solution. Accordingly, it’s often the easiest type of conflict to resolve.

As long as communication remains open, clarification (and sometimes compromise) can forge a path agreeable to both parties. 

Example: Based on his experience from previous travel nurse assignments, a travel nurse new to a facility disagrees with the way a staff nurse is changing a patient’s bandages. Instead of trying to coerce the staff nurse into adapting his preferred method, the travel nurse consults with other nurses on the unit and realizes that his preferred way of changing bandages is different from facility protocol. The travel nurse adapts to the facility’s protocol for changing patient bandages while on that assignment.  ‍

Ego-Based Conflict

Ego-based conflicts occur when a disagreement about how to handle a problem at hand is complicated or exacerbated by the risk of damaging one or more party’s sense of self-esteem or perceived standing in the relationship. This type of conflict is more complex, as the issue at hand is deeper than surface-level; one or more of the individuals involved may need to examine themselves more introspectively to better understand where their conviction comes from.

For example, is the conflict driven by a desire to create a better solution, or is it driven by the need to be “right?"

A simple way to reduce ego-based interpersonal conflict in nursing is to avoid situations that may worsen personality clashes with coworkers, superiors, or patients as much as possible. Instead, choose a private, or neutral, setting to engage individual(s) in dialogue as early as possible to de-escalate any perceived tensions.

Example: A travel nurse approaches a physician to double-check an order for medication before administering the medication to its intended patient. The physician―interpreting the question as a sign of distrust in his own expertise―publicly lashes back at the nurse and reports his dissatisfaction with the travel nurse to the charge nurse on duty. Instead of responding publicly in kind, the travel nurse enlists the help and support of the charge nurse to find an opportunity to discuss the incident and resolve hard feelings with the physician privately.  ‍

Values/Ethics-Based Conflict 

Value-based conflicts occur when the source of disagreement arises because of a difference in each individual’s values or ethics. Our values and ethics come from a variety of places: personal background, life experience, work environment, industry norms, education, and so many other places. They’re also traits that guide the way we interact with and identify others. It is important to also acknowledge with recent changes in our healthcare system around abortion rights and Covid-19, this can feel more challenging than ever.

Because values and ethics often create such a cornerstone to our beliefs, tensions based on a difference of values and ethics may not come to a clean resolution, and that’s okay. 

It’s important to understand that differences in personal values and ethics, and conflicts in nursing may occur because a procedure, practice, or opinion that you’re witnessing (or holding) is against the rules, regulations, or ethics of the nursing and travel healthcare industry. If you’re caught in one of the first two situations, not only are these conflicts reasonable and expected, they're something you should take the initiative to resolve conflict (in fact, you might have to if you want to keep your job as a nurse).

On the other hand, codes of ethics exist to keep patients and providers safe, and as a clinician, it’s important to do your part to uphold them. 

Example: A travel nurse overhears her patients and their families discussing moral beliefs and political views that are completely different from her own. Regardless of their differences in opinion, this nurse still strives to provide this patient with the highest level of care and compassion possible and even makes an extra effort to chat about common interests with the patient, making the patient’s stay in the hospital a bit more bearable.  ‍

Where Are These Sources of Conflict Coming From?

One critical step in resolving nursing conflict is understanding where these conflicts arise from. One of the most significant root causes of conflict in nursing is simply the healthcare environment itself. As a nurse, you constantly work in a challenging environment. Your days are filled with critical and time-sensitive situations, imperfect information, and constant distractions. Emotions and stress run high, and opportunities for conflict naturally surface. 

While encountering conflict is sometimes unavoidable, it is never ok, and it is never a part of your job as a nurse to feel belittled, disrespected, or experience verbal or physical abuse. If the conflict you encounter turns into more serious or unacceptable behavior, always reach out to other staff, leadership, or your nurse advocate for further assistance and support.  ‍

Nurse-to-Nurse Conflict    

Nurses work closely with other nurses, and conflict can arise despite everyone’s best intentions. Nurses may see things as different priorities, have different ways of doing a task, or perceive one’s workload as unfair or unsafe compared to another’s.   

Leadership & Administration to Nurse Conflict 

Decisions made by leadership and administration significantly affect nurses. This type of conflict often arises from differences of opinion in staffing decisions, staffing ratios, pay, benefits, and implementation of or changes in policies and procedures.  

Doctor-to-Nurse Conflict

Doctors are one of many types of healthcare colleagues nurses work with. Doctor-to-nurse conflict often occurs due to incomplete or difficult communication or lack of understanding of the time or resource constraints of the other profession. 

Patient-to-Nurse Conflict

The last main type of conflict can often be the most difficult to encounter. Patients are often never having a good day when they are in the hospital, and the system that is there to help them is often frustrating and challenging to navigate. Patients can also be hesitant to take direction, advice, or agree to a plan of care for a wide range of reasons, which can create conflict with the care team trying to help them. 

Conflict Resolution Strategies in Nursing

Anyone who faces interpersonal conflict in nursing has a variety of options on how to handle it. In fact, people’s approaches to conflict usually follow one of five routes :

• ‍ Competing: Nurses whose conflict resolution strategies revolve around competing tend to be overly assertive and preoccupied with “winning” the argument rather than coming to the best possible solution.  ‍ ‍
• Obliging : Nurses who choose to use obliging as their main conflict resolution strategy are people-pleasers. They’re fine accommodating other ideas even at the expense of shelving or de-prioritizing their own. This can be helpful when it moves the best solution forward, but it can also be dangerous because it may lead to a case where an individual withholds valid convictions or opinions just to “keep the peace.” ‍ ‍
• Avoiding: Nurses who rely on avoidance as a conflict resolution strategy choose to avoid the source of conflict or leave it alone altogether rather than confronting it head on. Similar to obliging, avoiding increases the chances of a group going with unvetted (or under-vetted) ideas, which can be harmful in the long run.  ‍ ‍
• Compromising: Instead of adopting a “me vs. you” mentality, nurses approaching interpersonal conflict resolution from a compromising mentality aim to reach a solution that makes both sides at least partially happy. By doing so, both sides leave with something they want and are able to move forward with implementing a solution. ‍ ‍
• Collaborating: Nurses who choose collaboration as their conflict resolution strategy incorporate others’ ideas into their own; while the result may not be as half-and-half as with the compromising method, the solution still has aspects of everyone’s opinions and input, increasing group buy-in and general satisfaction with the final decision.  ‍

Now, which strategy do you most commonly rely on? Chances are, you’ve done one of the first three. Can you also think of times when you engaged in strategies four or five? What did you do differently, how did it affect the outcome, and how can you show up for yourself + others using those methods in the future?

And according to researchers, out of the five conflict resolution strategies outlined above, nurses tend to rely most heavily on the avoiding method .

This is a problem: not only does this method often fail to result in satisfaction with those involved, but it also carries negative effects on patient care outcomes and group cohesion.

So, when faced with conflict in nursing (or anywhere, for that matter), what are the best methods to employ?  Compromising and Collaborating . 

The next time you end up in a situation that demands conflict resolution, remember to rely on the compromise and collaborate strategies―together, these approaches ensure that you approach your next conflict in the right way.  ‍

Attitude Is Everything

Beyond understanding what strategies you’re likely to use (and comparing them to the most effective strategies that should be used), you should also be aware of the attitude you embrace in any situation that may result in tensions or conflict in nursing. 

You should enter any conversations aimed at conflict resolution with the goal of fully understanding all sides of the story. Empathize with their point of view (and the aspects that could justify their opinion) to the best of your ability. 

When working toward conflict resolution with patients, fellow nurses, or other healthcare professionals, it’s also important to stay calm and positive, celebrate each step of progress you’re making in coming closer to a mutual solution, and keep your focus on moving forward as a team rather than ruminating on past issues. 

Finally, you should remember that the person on the other side is just that―a person. As such, their opinions, convictions, and voice should be respected, regardless of how strongly you disagree with them. Everyone is right and wrong at different times.

Separate your feelings for the issue from your feelings for the person. ‍

But Don’t Forget Communication Skills

In addition to the right attitude, monitoring your communication style is also crucial when handling conflict resolution as a nurse. 

Remember to come prepared. That’s right: you should rehearse (or at minimum, have an idea of) what you want to say before sharing your feelings and concerns with the patients, fellow nurses, or other healthcare professionals whom they’re intended for. If you’re asking someone to sit down and chat through an issue, chances are, things are already a little more tense than usual.

In these situations, it becomes even more important to choose your words wisely, and the best way to ensure that your words are chosen wisely is to choose them ahead of time . 

When preparing what you’ll say, remember that it’s not enough to simply prepare an explanation of what you perceive the problem to be and how it negatively affects you, but also a possible solution that would make sense for all sides to carry through. It’s likely that you’ll end up tweaking your proposed solution based on feedback from the person on the other side.

However, coming to the table with a solution in hand both shows that you’re serious about moving forward and orients the conversation toward working together to find a common solution.

At the core of any great communicator is a great listener. And for us nurses, that should come as no surprise: listening to patients make us more effective, approachable, and knowledgeable caregivers. Yet, it’s a super common (and terrible) habit for people to prepare a “rebuttal” or response to what someone is saying while they’re saying it. So first and foremost, instead of making sure you’re heard, make the effort to ensure that you’re hearing the other side . You can always ask for a moment to collect your thoughts for your reply afterward!

While communicating your concerns and opinions with the other side, remember to bring your points back to the issue at hand. Following up a conflict in nursing with criticism over opposite perspectives or beliefs (rather than empathy and validation) will likely only put the individual you’re speaking with on the defensive. This will only lessen your chances of coming to a mutually agreeable solution.

Likewise, your proposed solutions should focus on the problem, not the person.

Steps Toward Conflict Resolution

Now that we understand the basics of effective conflict resolution strategies in nursing, let’s go over the steps that you can take to follow through the next time you and another person don’t see eye-to-eye on an issue.  ‍

First, choose your battles.

Some differences in opinion simply aren’t worth turning your 13-week assignment into a battleground. Some facilities and units routinely treat their permanent staff better than their travel nurses, and drawing a line in the sand will only make your stay there more difficult and less productive. Be clear on where your red line truly lies and what behaviors and activities truly cross it.

Actions that put patient safety at risk, hinder your ability to keep patients safe, or neglect an agreement outlined in writing in advance between yourself, your agency, and the facility are absolutely grounds for speaking up. Getting stuck with a difficult patient with a penchant for the call bell? Not so much.  ‍

Second, know your part.

Before confronting any other parties about an issue that you’re experiencing, analyze the role that you may have played in worsening the situation. Were you unclear or unreasonable in any of your requests? Could anything that you said or did be taken as rude, condescending, unhelpful, or mean-spirited (even if it wasn’t your intent)? Remember that there are at least two sides to every story and always enough blame to go around.

You should approach conflict resolution willing to first own up to your part then create a roadmap to meet the other side halfway.

Third, reach out to the other person or people involved.

Set up a time to speak with them in private. This can take a bit of planning on your part. Choose a time that’s well after the event so that emotions have a chance to fizzle out, yet not so far out that your talk is rehashing old wounds. Pick a spot away from the stress and rush of the hospital floor if possible, and prepare what you’d like to say ahead of time so that you’re able to express your thoughts clearly.  ‍

Fourth, keep an open mind.

Often, these disagreements are based on fundamental misunderstandings, and ultimately the person on the other end―whether they be a physician, a nurse, or a patient’s family member or friend―want the same thing as you do: to see the patient healthy, happy, and out of the hospital! That shared goal is more than enough to start building the common ground you need to move past whatever conflict in nursing that originally occurred. ‍

Fifth, if you’ve taken the steps above to no avail, you may need to turn to higher-ups for mediation.

Unfortunately, some issues are simply out of your hands and above your pay grade―in these cases, your best option is ensuring that it’s thoroughly and swiftly reported to someone in authority. This way, if any fallout does occur, you have a clear record of any roles you did and did not play in the ultimate outcome.  ‍

Finally, remember to keep your recruiter ( or Nurse Advocate ) in the loop at every step of the way.

While different recruiters will have varying levels of involvement in your experience on assignment, most are willing and happy to help escalate any or your concerns or issues at the facility whenever possible. Remember, your happiness and job satisfaction is in their best interests, too!

If you end up having conflict with your coworkers, bosses, or patients, remember to keep your recruiter in the loop at every step of the way. ‍

The Best Option? No Conflict in the First Place

“An ounce of prevention is worth a pound of cure.” - Benjamin Franklin

While conflict resolution is a helpful and effective tool for nurses to manage both social and working relationships, avoiding sources of conflict in nursing altogether is by far the preferred method. And doing so isn’t as hard as you think!

Five Tips to Help You De-escalate Conflict Situations

• ‍ Be respectful: Remember that you are a guest at each facility. They’ve also given you a chance to learn, grow, and help others. You are also a representative of your agency and yourself. Everyone deserves respect, so be respectful to those around you, regardless of personal feelings or initial impressions. ‍
• ‍ Stay in your lane: Your primary role as a travel nurse is always to help. Not to judge, not to criticize, and certainly not to serve as impromptu management consultant. Facilities often have reasons for doing things the way they do them, and these decisions may be for reasons above your pay grade and out of your control. Your opportunity as a travel nurse will teach you what practices to aspire to and what to avoid, but your assignment is not the time to voice those opinions.  ‍ ‍
• Be friendly (or at least approachable): Approachability is an underrated trait, and it isn’t just important for building a relationship with patients. Make an early effort to get to know the other nurses you’ll be working with and ensure that they’re comfortable coming to you for help, and vice-versa! Doing so builds a sense of camaraderie on the unit, and it’s a lot easier to talk things through with a friend than a stranger.  ‍ ‍
• Communicate clearly: As we mentioned before, misunderstandings are one of the biggest causes of conflict in nursing. And how do we clarify misunderstandings? Clear communication . ‍ ‍
• Assume the best: Amidst the stressful environment caused by heavy patient loads, it can be easy to forget that everyone in the room wants the best for the patient. It’s why you’ve chosen to be a nurse, why the physician decided to pursue medicine, and why the patient’s loved ones are there supporting them. Even if you believe that an opinion or decision may carry negative effects, remember that it’s likely well-intentioned; so, respond accordingly. ‍

Not all cases of conflict in nursing will come to a thorough and speedy resolution―indeed, some may not be resolved at all by the time you’ve completed your assignment. And that’s okay! Not having to deal with indefinite workplace drama is one of the many upsides of being a travel nurse. 

Regardless of your relationship with medical staff or patients at your medical facility, remember to strive to be as courteous and empathetic as possible. You never know when (or if) your paths will cross again; you also don’t know who else is connected to your situation.

Word of mouth travels fast in this industry, so the best thing that you can do for yourself and the environment of your medical facility is stay positive, upbeat, and gracious. ‍

Looking for More Nursing Guides and Resources?

Sign up or log in to Trusted Health today and get started building the life you want!

Trusted Health is here to help you at every step of the way during your nursing journey. Whether you are a seasoned traveler, starting your first contract, or beginning your nursing career, we are here to advocate for and support nurses. Here are additional resources for conflict resolution: 

• Contact your Nurse Advocate
• Reach out to other nurses in the Trusted Community
• Connect with the Trusted Circle
• Focus on your mental health  
• Recognize and avoid nursing burnout

Due to the nature of your work as a nurse, conflicts are bound to arise, and not all conflict is a bad thing. If approached with good intentions, curiosity, and an open mind, conflict can be resolved and lead to improved teamwork, communication, and understanding. When you travel with Trusted, you are always supported! 

Trusted Nurses are more than a resume. You have unique perspectives to share, ambitions to chase, new cities to explore, and experiences that can’t be summed up on a skills checklist. Let’s show the world how amazing it is to be a nurse.

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How to resolve conflict as a nurse

• Are the patient’s family allowed to believe that nurses are useless?  Unquestionably, yes. What sort of dictatorship would we live in if we tried to ban people from believing healthcare professionals were useless?
• Are the patient’s family allowed to express the view that healthcare professionals are useless? Yes, they are. How arrogant would the NHS be if it tried to ban families from having zero confidence in its staff?
• Should we silence people who believe we can’t do our jobs?  We might not like the word ‘useless’, but it is not an abusive term. We might find their opinion unfair, but this doesn’t make it abusive either.
• Physical threat
• Harm or damage caused to people or property
• Abusive language (racism, mocking physical appearance etc.)

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Richard Burnell, who works in the NHS as a specialist in conflict and mediation, shares his tips for nurses on dealing with clashes on the job whether with patients or colleagues.

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Conflict Resolution in Nursing

Conflict description, four stages of conflict, strategies for conflict resolution.

Effective conflict resolution is an important component of any organization’s successful performance because conflicts occur in any sphere where human interaction is involved. If conflicts are suppressed, constantly avoided, or put off, there is a risk that they will be repeated bringing more adverse effects and becoming more difficult to resolve (Finkelman, 2012). That is why health organizations should address conflicts with thoroughness and aim to resolve them, ensuring constant improvement and positive development. In the studied case, a nurse and a physician had a conflict upon a patient’s complaint to the nurse about the physician’s behavior. In order to design conflict resolution strategies for the case, it is necessary to describe the conflict, classify it, and analyze its dynamics by stages.

The studied case involved a conflict between Mrs. D, a nurse with more than ten years of experience, and Mr. O, a physician with approximately three years of practice who had been recently transferred from a different hospital. Mrs. D was always known among other members of medical staff as a nurse who had excellent skills in building close relationships with patients. She was sure that it was not only necessary to establish trust with patients but also to develop mutual liking so that care came along with comforting and accommodating. Mrs. D and Mr. O were on a team together that provided medical and nursing care to Mr. G, a patient who was receiving treatment for cancer and regularly experienced fits of pains. Mrs. D would spend more time with Mr. G than it could have normally been expected from a nurse; they were on friendly terms.

At some point, Mr. G complained to Mrs. D that his physician, Mr. O, had repeatedly been rude with him. According to the patient, the doctor was cold and unfriendly. Several times, in the absence of nurses or any other staff members, the doctor said things that disappointed Mr. G. Mr. O allegedly suggested that Mr. G’s treatment had not been showing progress, so there was little hope for recovery. The patient claimed that the physician had said it in a very detached manner, with no compassion. Mrs. D was outraged. She went to the physician and said to him in a rather loud voice that he should apologize to the patient and be more caring from then on. During this conversation, the doctor became emotional, too, and said to Mrs. D that he would not tolerate being told off by a nurse, that he knew how to do his job better than her, and, at the end, that he wanted her out of the team. After saying a few more harsh things to each other, they left the room, both convinced that the other one was wrong.

The type of the conflict presented in this case is mixed. On the one hand, it is an interpersonal conflict that involved two people who had a fight over a patient’s complaint. However, on the other hand, if examined more closely, the conflict turns out to be individual, i.e. one involving different understandings of one’s role on a medical staff team and the role of other team members (Finkelman, 2012). Individual conflicts occur when health care providers misconceive what their responsibilities and authorities are, which leads to the disruption of cooperation. In the described case, Mrs. D thought that her duty was to protect the patient from any possible mistreatment from physicians, while Mr. O thought that the nurses on his team had no right to tell him how to behave with patients. From this perspective, the conflict is considered unresolved because the hospital medical staff still lacks definitive guidelines on such issues as nurse advocacy, i.e. the nurses’ function to communicate with authority the needs and concerns of patients to doctors. Even though the interpersonal conflict was resolved (Mrs. D and Mr. O made up), the individual conflict was not: no policy or regulation measures followed. It means that there is a possibility that similar conflicts will occur again.

Conflicts between nurses and physicians occur frequently in various medical organizations, primarily due to the difference in the structures of work (Finkelman, 2012). There is an ongoing debate among researchers and practitioners whether such conflicts can be eliminated completely (it does not imply elimination of conflicts between people per se but conflicts between nurses and physicians caused by the specificity of their work and roles). Nowadays, many researchers agree that the elimination of conflicts should not be the goal in nursing; rather, it should be acknowledged that conflicts have always occurred and always will, which is why the goal should be to develop effective coping strategies and learn to bring innovation and improvement through conflict resolution (Finkelman, 2012). This view suggests that, in many cases, conflicts should be regarded as opportunities.

However, this idea does not take away from the importance of analyzing conflicts and suggesting resolution strategies that would allow coping with conflicts with higher effectiveness and with more benefits in the future. One of the aspects of analyzing conflict situations is defining the stages of conflict development. Finkelman (2012) describes four stages: latent, perceived, felt, and manifest. All four can be observed in the studied case. First, the latent conflict stage implies that the conflict is anticipated, i.e. there are circumstances acknowledged as factors that are likely to cause a conflict. Finkelman (2012) points out that “[c]ompetition for resources or inadequate communication can be predictors of conflict” (p. 363). In the studied case, nurses might have experienced the lack of understanding between them and physicians of one another’s roles on the teams. This lack is caused by inadequate communication. Before the actual encounter with Mr. O, Mrs. D had repeatedly expressed in personal conversations with other nurses her dissatisfaction with physicians’ behaviors with patients. The lack of guidance on this subject was an essential component of the latent conflict.

Second, the perceived conflict stage began when Mrs. D learned from the patient that he was disappointed with his doctor. This stage is characterized by the participants’ recognition that they are in a situation where overt conflict is about to unfold. In the given case, the perceived conflict almost immediately developed into a felt conflict, as Mrs. D had an emotional response to the patient’s complaint (she became angry with the physician). This stage is characterized by the participants’ feelings such as anxiety and anger that move the conflict to a new phase. At this stage, it is still possible to avoid an overt conflict situation, but Mrs. D opted for the opposite. The manifest conflict stage was the actual encounter where the nurse and the doctor had words.

The conflict can be regarded as destructive because it was not essentially resolved and did not cause any positive change. Mr. O’s response undermined his image among nurses, which could potentially contribute to further conflicts between the members of care provision teams. It can be deemed that delegation was an issue in this case because delegation is about distribution of responsibilities and authorities, and this distribution was exactly the reason of the conflict between Mrs. D and Mr. O.

Conflict resolution requires a strategic approach, i.e. a conflict should be acknowledged and characterized (possibly classified), its causes should be identified, possible solutions should be proposed with considerations of outcomes of each solution, and the implementation of proposed solutions should be monitored and evaluated. Strategies may be categorized according to one of the four types of responding to conflict: avoidance, accommodation, competition, and collaboration (Finkelman, 2012). While avoidance can help reduce adverse effects of conflicts in some cases, it is usually undesirable because it does not, in most cases, resolve conflicts. Therefore, conflict resolution strategies should be based on more positive responses, the main of which is collaboration.

Finkelman (2012) stresses that “[n]egotiation is the critical element in making conflict a nightmare or an opportunity” (p. 372). Indeed, many studies suggest that negotiation is the core of successful conflict resolution strategies (Ezziane et al., 2012; Tomajan, 2012). Ezziane et al. (2012) argue that, in conflict resolution, discussion should be encouraged because it is “important that a clinical leader is able to foster negotiation and compromise in such [conflict] situations, more specifically aiming towards group-trust, shared commitments and mutual respect of opposing views” (p. 431). Similarly, Tomajan (2012) points at three crucial elements of designing and implementing conflict resolution strategies: “collaboration, negotiation, and compromise” (para. 8). This is to emphasize that the conflicting parties should not only communicate effectively but also acknowledge one another’s positions and needs and willingly make concessions to each other to achieve a win-win situation.

Upon the occurrence of the conflict in the given case, it was necessary for the hospital’s management, as well as nurse leaders, to launch the process of resolution through communicating with the conflicting parties, i.e. nurses and physicians. The role of the nurse leader was to establish a platform where the parties could discuss the differences in understanding their roles. Through this platform, it should have been conveyed that nurses appreciate opportunities to act as advocates for their patients and deliver in a respectful manner the patients’ concerns to physicians. At the same time, physicians should have adopted a different attitude: instead of perceiving nurses’ advocacy as intervening in their responsibilities, they should have perceived it as assistance in ensuring that the patients’ needs are fully met. If this strategy to reconcile the nurses’ and physicians’ understanding of their roles in providing care had been implemented successfully, it would have reduced the risk of such conflicts in the future.

Mrs. D and Mr. O had a fight because their views on the role of a nurse in providing care were different. Instead of discussing it, they both became emotional and blamed each other. Even though they made up afterward, the conflict was considered unresolved because the misunderstanding generally persisted in the hospital’s staff. The proposed conflict resolution strategy encompasses negotiation and compromise. The main element of the strategy is communication: nurses and physicians should share their views and acknowledge one another’s contribution to providing care. The recommendation for the nurse leader and the hospital’s management is to establish guidelines that would reflect the shared understanding achieved through negotiation and thus prevent future conflicts.

Ezziane, Z., Maruthappu, M., Gawn, L., Thompson, E. A., Athanasiou, T., & Warren, O. J. (2012). Building effective clinical teams in healthcare. Journal of Health Organization and Management, 26 (4), 428-436.

Finkelman, A. (2012). Leadership and management for nurses: Core competencies for quality care . Boston, MA: Pearson.

Tomajan, K. (2012). Advocating for nurses and nursing. Online Journal of Issues In Nursing, 17 (1). 

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Managing Conflict Situations in Nursing Report (Assessment)

Defining and describing conflict, impact of conflicts, conflict management strategies, compromising, collaboration.

Unfortunately, conflict situations happen often in different life spheres, and a working environment is not an exception. There are many reasons for these situations to occur, but the most important thing here is to know how to handle them. The fact is that no team can work without conflicts; that is why particular strategies should be developed and applied. As for a nursing context, it is of crucial significance to master conflict management because only cohesive teams can perform their duties properly and effectively. Thus, one should understand the term conflict, its impact on the GRN’s experience, and the best strategies to manage conflict situations.

Conflicts are severe issues that can have many negative consequences for all their parties. According to Baddar, Salem, and Villagracia (2016), conflicts are inevitable issues of a complicated character in a nursing environment. Even though these situations are negative by themselves, they can have positive consequences, but only if they are adequately managed (Lahana, Tsaras, Kalaitzidou, Kaitelidou, & Sarafis, 2017). There are many examples of intra-professional conflict situations that may occur for GRNs. Berry, Gillespie, Fisher, Gormley, and Haynes (2016) mention that workplace bullying is the most common conflict between experienced and novice members of staff. Communicative problems can be another example of such conflict situations (Hezaveh, Rafii, & Seyedfatemi, 2014). Furthermore, Bajwa et al. (2019) argue that poor relationships among registered nurses can be the most common example of conflicts. Thus, intra-professional conflict situations are severe issues that can manifest themselves through various cases, affecting different working and personal aspects for Graduate Registered Nurses.

Since conflict situations are inevitable, it is necessary to identify how they can influence nursing teams and the GRN’s experiences. According to Hofler and Thomas (2016), these conflicts can affect the quality of care provided, which is harmful to patients. Budin, Brewer, Chao, and Koyner (2013) state that regular conflicts make stress and anxiety appear within nursing teams. These are the first signs of dangerous problems that can develop further. The existing stressful environment can make GRNs desire to leave their positions or work entirely, which makes it difficult for them to perform their duties properly (Cheng, Tsai, Chang, & Liou, 2014). If conflicts are quite often, even the most obedient GRNs become uncivil to their colleagues (Mellor & Gregoric, 2016). That is why it is of crucial significance for healthcare organizations to address the issue of conflicts and provide registered nurses with emotional support (Ebrahimi, Hassankhani, Negarandeh, Gillespie, & Azizi, 2016). Thus, any conflict situation can have a severe impact on beginning registered nurses.

Since intra-professional conflicts are common phenomena and their consequences can be quite harmful to everyone, particular strategies can help registered nurses deal with these situations. On the one hand, it is necessary to teach future registered nurses how to handle conflicts when they are students (Clark, Ahten, & Macy 2013; Rush, Adamack, Gordon, & Janke, 2014). Besides, Clark, Ahten, and Macy (2014) emphasize that particular attention should be paid to nursing students who are nearing their graduation. Those GRNs who have learned this ability show a bit better results in handling conflicts. On the other hand, it is impossible to overestimate the meaning of effective conflict management strategies.

A conflict management style of compromise is one of the best ways of dealing with unpleasant situations (Leksell, Gardulf, Nilsson, & Lepp, 2015). Its main task is to eliminate a cause of conflict for a particular time by offering the other party to the conflict something instead. Implementing this strategy requires that individuals should understand that everyone has their own values together with shared ones, and it is necessary to respect all of them (Chang & Daly, 2015). Hodge and Varndell (2018) point out that this conflict management style can require external assistance from experienced specialists to be used effectively. Furthermore, one should understand that compromising brings opposite consequences for the conflicting parties. Resolving conflict according to this style means a win for one side is a loss for the other one; next time, they switch their roles.

Compromising can be a realistic way of handling conflicts because it offers some benefits to both parties. If a GRN wants to obtain something, they understand that it is necessary to effect a compromise now or then. Even though this conflict management style does not make a problem disappear at all, it helps reduce tension significantly and create a pleasant environment for further cooperation (Theisen & Sandau, 2013). In this case, colleagues learn how to identify and respect each other’s needs, which inevitably leads to team cohesion. Thus, a conflict management style of compromise can be a useful variant to resolve slight conflicts.

If nurse-to-nurse conflicts are of a large scale, compromising will not help solve them effectively. In this case, it is necessary to use a collaborative conflict management style that is said to be one of the most useful variants (Lahana et al., 2017). This strategy means that the conflicting sides should find some touchpoints that will make them work together on solving the conflict. For this, one should be able to convince and persuade others. That is why this management style can be used by those GRNs who have perfect communication skills (Mellor, Gregoric, & Gillham, 2017; Sparacino, 2016). The fact is that this long-term plan can be implemented only through skillful conversations.

Thus, a collaborative conflict management strategy is one of the best means to facilitate problem resolution and build team cohesion in the clinical setting. The fact is that meaningful collaboration is the most crucial phenomenon for creating a working and effective environment among registered nurses, both graduate and experienced ones (El Haddad, Moxham, & Broadbent, 2017). That is why individuals should do their best to solve conflicts through collaboration. In addition to that, using this conflict management strategy teaches nurses how to be leaders. The point is that it is necessary to have some leadership qualities to initiate and implement a process of resolving a problem (Cherry & Jacob, 2018). As GRNs keep on applying this strategy, their leadership level increases in the eyes of others. It can result in the fact that a nurse will earn authority from both their colleagues and senior staff members. Thus, this conflict management plan seems to be useful for everyone.

Conflict situations are said to be inevitable phenomena when it comes to relationships among individuals. As for graduate registered nurses, they can witness different kinds of intra-personal conflicts in a clinical environment. Besides, these unpleasant situations can negatively influence both individuals’ experiences and even a whole nursing team. That is why every separate nurse should be familiar with various conflict management strategies and know which are the most helpful. Thus, the strategies of compromise and collaboration are considered the most effective. Even though it is not impossible to live and work without conflicts, the management strategies above can help minimize their negative effect significantly.

• Baddar, F., Salem, O., & Villagracia, H. N. (2016). Conflict resolution strategies of nurses in a selected government tertiary hospital in the Kingdom of Saudi Arabia. Journal of Nursing Education and Practice, 6 (5), 91-99.
• Bajwa, N. M., Bochatay, N., Muller-Juge, V., Cullati, S., Blondon, K. S., Perron, N. J., … Nendaz, M. R. (2019). Intra versus interprofessional conflicts: Implications for conflict management training. Journal of Interprofessional Care, 1-10.
• Berry, P. A., Gillespie, G. L., Fisher, B. S., Gormley, D., & Haynes, J. T. (2016). Psychological distress and workplace bullying among registered nurses. OJIN: The Online Journal of Issues in Nursing, 21 (3). doi:10.3912/OJIN.Vol21No03PPT41
• Budin, W. C., Brewer, C. S., Chao, Y-Y., & Koyner, C. (2013) Verbal abuse from nurse colleagues and work environment of early career Registered Nurses. Journal of Nursing Scholarship, 45 (3), 308-316.
• Chang, E., & Daly, J. (2015). Transitions in nursing: Preparing for professional practice (4th ed.). Chatswood, Australia: Elsevier Health Sciences.
• Cheng, C.-Y., Tsai, H.-M., Chang, C.-H., & Liou, S.-R. (2014). New graduate nurses’ clinical competence, clinical stress, and intention to leave: A longitudinal study in Taiwan. The Scientific World Journal, 1-9.
• Cherry, B., & Jacob, S. R. (2018). Contemporary nursing: Issues, trends, & management (8th ed.). St. Louis, MO: Elsevier Health Sciences.
• Clark, C. M., Ahten, S. M., & Macy, R. (2013). Using problem-based learning scenarios to prepare nursing students to address incivility. Clinical Simulation in Nursing, 9 (3), e75-e83.
• Clark, C. M., Ahten, S. M., & Macy, R. (2014). Nursing graduates’ ability to address incivility: Kirkpatrick’s level-3 evaluation. Clinical Simulation in Nursing, 10, 425-431.
• Ebrahimi, H., Hassankhani, H., Negarandeh, R., Gillespie, M., & Azizi, A. (2016). Emotional support for new graduated nurses in clinical setting: A qualitative study. Journal of Caring Sciences, 5 (1), 11-21.
• El Haddad, M., Moxham, L., & Broadbent, M. (2017). Graduate nurse practice readiness: A conceptual understanding of an age old debate. Collegian, 24 (4), 391-396.
• Hezaveh, M. S., Rafii, F., & Seyedfatemi, N. (2014). Novice nurses’ experiences of unpreparedness at the beginning of the work. Global Journal of Health Science, 6 (1), 215-222.
• Hodge, A. N., & Varndell, W. F. (2018). Professional transitions in nursing: A guide to practice in the Australian healthcare system. Sydney, Australia: Allen & Unwin.
• Hofler, L., & Thomas, K. (2016). Transition of new graduate nurses to the workforce: Challenges and solutions in the changing health care environment. North Carolina Medical Journal, 77 (2), 133-136
• Lahana, E., Tsaras, K., Kalaitzidou, P. G., Kaitelidou, D., & Sarafis, P. (2017). Conflicts management in public sector nursing. International Journal of Healthcare Management, 1-7.
• Leksell, J., Gardulf, A., Nilsson, J., & Lepp, M. (2015). Self-reported conflict management competence among nursing students on the point of graduating and registered nurses with professional experience. Journal of Nursing Education and Practice, 5 (8), 82-89.
• Mellor, P., & Gregoric, C. (2016). Ways of being: Preparing nursing students for transition to professional practice. The Journal of Continuing Education in Nursing, 47 (7), 330-340.
• Mellor, P., Gregoric, C., & Gillham, D. (2017). Strategies new graduate registered nurses require to care and advocate for themselves: A literature review. Contemporary Nurse: A Journal for the Australian Nursing Profession, 53 (3), 1-31.
• Rush, K. L., Adamack, M., Gordon, J., & Janke, R. (2014). New graduate nurse transition programs: Relationships with bullying and access to support. Contemporary Nurse: A Journal for the Australian Nursing Profession, 48, 219-228.
• Sparacino, L. L. (2016). Faculty’s role in assisting new graduate nurses’ adjustment to practice. SAGE Open Nursing, 2, 1-9.
• Theisen, J. L., & Sandau, K. E. (2013). Competency of new graduate nurses: A review of their weaknesses and strategies for success. The Journal of Continuing Education in Nursing, 44 (9), 406-414.
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Conflict resolution styles in the nursing profession

Affiliation.

• 1 Universidad Rey Juan Carlos, Alcorcón, Madrid, Spain.
• PMID: 23343235
• DOI: 10.5172/conu.2012.43.1.73

Background: Managers, including those in nursing environments, may spend much of their time addressing employee conflicts. If not handled properly, conflict may significantly affect employee morale, increase turnover, and even result in litigation, ultimately affecting the overall well-being of the organization. A clearer understanding of the factors that underlie conflict resolution styles could lead to the promotion of better management strategies.

Objective: The aim of this research was to identify the predominant conflict resolution styles used by a sample of Spanish nurses in two work settings, academic and clinical, in order to determine differences between these environments. The effects of employment level and demographic variables were explored as well.

Design: Descriptive cross-sectional survey study.

Participants: Our sample consisted of professional nurses in Madrid, Spain, who worked in either a university setting or a clinical care setting. Within each of these environments, nurses worked at one of three levels: full professor, assistant professor, or scholarship professor in the academic setting; and nursing supervisor, registered staff nurse, or nursing assistant in the clinical setting.

Methods: Conflict resolution style was examined using the standardized Thomas-Kilmann Conflict Mode Instrument, a dual-choice questionnaire that assesses a respondent's predominant style of conflict resolution. Five styles are defined: accommodating, avoiding, collaborating, competing, and compromising. Participants were asked to give answers that characterized their dominant response in a conflict situation involving either a superior or a subordinate. Descriptive and inferential statistics were used to examine the relationship between workplace setting and conflict resolution style.

Results: The most common style used by nurses overall to resolve workplace conflict was compromising, followed by competing, avoiding, accommodating, and collaborating. There was a significant overall difference in styles between nurses who worked in an academic vs. a clinical setting (p = 0.005), with the greatest difference seen for the accommodating style. Of those nurses for whom accommodation was the primary style, 83% worked in a clinical setting compared to just 17% in an academic setting.

Conclusion: Further examination of the difference in conflict-solving approaches between academic and clinical nursing environments might shed light on etiologic factors, which in turn might enable nursing management to institute conflict management interventions that are tailored to specific work environments and adapted to different employment levels. This research increases our understanding of preferred approaches to handling conflict in nursing organizations.

• Conflict, Psychological*
• Cross-Sectional Studies
• Negotiating*

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Physician–nurse conflict resolution styles in primary health care

Barbara delak.

1 Community Health Centre Ljubljana, Ljubljana Slovenia

Klemen Širok

2 University of Primorska ‐ College of Health Care, Izola Slovenia

Associated Data

The data that support the findings of this study are available on request from the corresponding author. The data are not publicly available due to privacy or ethical restrictions.

To examine the conflict resolution styles used in the physician–nurse teamwork in primary health care, depending on individual characteristics, contextual factors, and organizational and sociocultural contexts.

Conflicts significantly affect the quality of healthcare services and staffing challenges, and consequently the performance and efficiency of organizations. Their management plays an important role in any healthcare organizations and deserves the attention of researcher's healthcare management and team leaders.

A descriptive, cross‐sectional, correlational design.

Thomas–Kilmann Conflict MODE Instrument was used on a sample comprising 173 nurses and 125 physicians working in teams at the Community Health Centre Ljubljana, Slovenia, in 2018.

The most predominant conflict resolution styles were compromising and avoiding, followed by accommodating, collaborating and competing. The predominant resolution style among nurses was avoiding, and among physicians was compromising. There were statistically significant differences in the conflict resolution style according to gender ( χ 2 (1) = 0.035, p  < .059), education ( χ 2 (1) = 0.014, p  < .05) and tenure ( χ 2 (1) = 0.025, p  < .05).

Our research results differed from those of other studies, possibly due to the difference in the sample and research setting. They indicated that the specifics of work and situation significantly moderate conflict in healthcare organizations.

The established divergence of results indicates the need for future research on conflict in healthcare settings to more consistently consider the situational context and the role of management and/or leadership.

1. INTRODUCTION

In complex healthcare organizations, conflicts significantly affect the quality of healthcare services and staffing challenges; therefore, they deserve attention from researchers and practitioners. Nurses and physicians are key occupational groups for healthcare provision, and their effective collaboration, to a large extent, affects healthcare performance and efficiency. A review on conflict in the healthcare domain presents extensive and rather dated research on conflict management styles between staff nurses and nurse managers; however, no research has been conducted yet on conflict resolution styles in the physician–nurse relationship or in primary health care.

2. BACKGROUND

The literature review showed declining research interest in the role of conflict in the healthcare setting over past 10 years. Al‐Hamdan et al. ( 2011 ) stated that nurses comprise the largest healthcare professional group and are routinely confronted with complex problems involving conflicts among staff and patients. Furthermore, nurses and physicians differ in their professional roles and therefore often face collaboration challenges (Kantek & Yesilbas,  2020 ). Conflict may emerge as a result of several elements such as the complexity of an organization, varying role expectations, interdepartmental competition, constraints in the decision‐making process, competition over limited resources, unclear job boundaries and personality differences (Patton,  2014 ). Thus, conflict management becomes an integral and essential aspect of healthcare organizational activity (Al‐Hamdan et al.,  2011 ). Appropriate conflict management and conflict resolution improve cooperation between nurses and physicians, which, in turn, increase the satisfaction of all stakeholders involved in the healthcare process, including patients. It also improves the quality of health care (Al‐Hamdan et al.,  2011 ) and patient outcomes (Hendel et al.,  2007 ), while reducing costs, which consequently increases the organization's performance and efficiency (Skjørshammer,  2001 ). Moreover, an untreated conflict is expensive for healthcare organizations because it wastes time and money, and leads to employee turnover (Slaikeu & Hasson,  2012 ). Unresolved conflicts may have several negative effects on patient outcomes, loyalty to the organization and work commitment (Almost et al.,  2010 ). Additionally, different approaches to conflict management may affect staff job satisfaction (Kunaviktikul et al.,  2000 ), job performance (Shih & Susanto,  2010 ) and intention to stay (Almost et al.,  2010 ).

There is an empirical gap about research on conflict resolution among healthcare professionals in primary health care, and between nurses and physicians, who often work collaboratively in teams. In their review, Labrague et al. ( 2018 ) found that nine studies compared conflict management styles between staff nurses and nurse managers, while the remaining three articles compared nurses' styles of managing conflict with those of other healthcare professionals. They also noted that only three studies were from the European Union. Related to this was Al‐Hamdan et al. ( 2011 ) finding of different cultures having different conflict resolution styles. This research gap deserves attention; after all, primary health care is the cornerstone of health systems and a cost‐effective way towards universal health coverage (World Health Organization,  2020 ).

3. THE STUDY

The main aim of this exploratory study was to examine the conflict resolution styles used by nurses and physicians in primary health care when collaborating in teams, depending on individual characteristics, contextual factors, and organizational and sociocultural contexts. The physician–nurse perspective in primary healthcare obtained from this study has been used to highlight the need for further research in this field and to inform the key personnel of healthcare organizations—including team leaders—on importance of conflict management.

3.2. Study design and participants

A descriptive, cross‐sectional, correlational design was used. The research was carried out between March–April 2018 in the largest primary healthcare centre in Slovenia (Community Health Centre Ljubljana) among 850 units: 476 nurses (56%) and 374 physicians (44%) working in teams, which were all sent the invitation to survey. 422 units responded (49% response rate), and 298 fully and correctly returned surveys were obtained: 173 from nurses (58.1%) and 125 from physicians (41.9%). The survey instructions clearly indicated that the respondents should consider the situations pertaining to physician–nurse teamwork.

A comparison of the population and respondents' structure showed that the sample adequately reflected the structure of the population (Table  1 ). The professional role, gender and managerial position structures were comparable. There were some differences in educational and tenure structures, with those of longer tenure (20–25 years) and undergraduate 1st cycle being over‐represented, and MMSc being under‐represented.

Comparison of personnel structure with respondents' structure

3.3. Data collection

This study was supported by the Healthcare Center Management. Web surveying was used for data collection, more specifically the LimeSurvey, wherein all population units received an email with the invitation letter stating the purpose of the study, the participants' right to confidentiality, their voluntary participation and the link to the survey. Participants were also given the contact information of the primary researcher in case they had any questions about the study. The anonymity of the respondents and confidentiality of the information provided were ensured throughout the study. During the data collection period, two reminders were sent to the non‐respondents.

3.4. Ethical considerations

Since the research does not have a direct impact on people, no approval from an ethics committee was sought.

3.5. Data analysis

Using SPSS version 24, the collected data were inspected, processed into a ranking scale and then analysed followed the established methods of analysing the results of the MODE Instrument (Thomas,  1974 ). As mentioned earlier, the five conflict management styles evaluated by this instrument are not independent, and add up to a constant; hence, a comparison of averages between individual groups was not possible. For data analysis, we used univariate analysis through frequency distributions and descriptive statistics, and bivariate analysis to test hypotheses based on the chi‐squared ( χ 2 ) test. The level of statistical significance was set at p  < .05.

3.6. Validity, reliability and rigour

The validated Slovene translation of “Thomas–Kilmann Conflict MODE Instrument” (Šubic,  2017 ; Thomas,  1974 ) was used. It includes five individual styles of resolving a conflict: collaborating, accommodating, avoiding, competing and compromising. It should be noted that in practice, all individuals, whether leaders or not, habitually use only a limited number of styles (perhaps just one) to resolve all the conflicts in which they are involved (Kilmann & Thomas,  1977 ). The questionnaire contains 30 pairs of statements about possible responses in a particular conflict situation. Respondents must choose the statement that describes them the best. This form of forced choice between the two statements, in addition to limiting social bias, also eliminates the usual biased responses involved in Likert scales, such as leniency and rigour (Kilmann & Thomas,  1977 ). A higher score in one style means a corresponding reduction in scale points in the other styles, which is why the five styles are not independent. The conflict resolution style that has the highest score is the most pronounced style in the individual.

The MODE instrument was chosen because of the comparability of its results and its high levels of validity and reliability. Kilmann and Thomas ( 1977 ) reported the following test–retest correlation coefficients for the instrument's individual styles after 4 weeks: competing, 0.61; collaborating, 0.63; compromising, 0.66; avoiding, 0.68; and accommodating, 0.62. Volkema and Bergmann ( 1995 ) determined a test–retest correlation coefficient of 0.77. Kilmann and Thomas ( 1977 ) calculated an average Cronbach's alpha coefficient of 0.60, establishing its internal reliability.

Predominant conflict resolution styles of participants' groups are listed below in Table  2 . In our sample of physician–nurse teams, compromising (44.3%) and avoiding (42.3%) dominated as conflict resolution styles, followed far behind by accommodating (7.7%), collaborating (3.4%) and competing (2.3%). The predominant conflict resolution style of nurses was avoiding and that of physicians was compromising, whereby no statistically significant differences ( χ 2 (1) = 0.844, p  < .05) were found based on respondents' professional role. The predominant style of conflict resolution among nurses was avoiding (44.5%), followed by compromising (42.8%), accommodating (7.5%), collaborating (3.5%) and competing (1.7%). The opposite was true for physicians: their predominant style was compromising (46.4%), followed by avoiding (39.2%), accommodating (8.0%), collaborating (3.2%) and competing (3.2%).

Results of predominant conflict resolution styles

* Statistically significant, p  < .05.

We found statistically significant differences by gender ( χ 2 (1) = 0.035, p  < .05), wherein men mostly chose compromising (58.3%) over avoiding (20.8%), and women preferred avoiding (44.2%) slightly more than compromising (43.1%).

We also observed statistically significant differences in conflict resolution styles according to the attained level of education ( χ 2 (1) = 0.014, p  < .05), wherein those with a vocational secondary education (3 years) preferred compromising (66.7%), while those with a PhD mostly chose the avoiding style (66.7%). The compromising style was prevalent among respondents with higher vocational education (45.5%), master in nursing or master of medicine (MMSc) (56.3%), and a MSc (42.9%), while the avoiding style prevailed in respondents having completed professional secondary school (4 years) (48.2%) and those with a undergraduate 1st cycle (48.4%).

Furthermore, longer tenure was significantly related to the predominant conflict resolution style. The initial chi‐squared test showed that there were no statistically significant differences based on tenure in the predominant conflict resolution style ( χ 2 (1) = 0.059, p  > .05). However, since the remaining styles were weakly represented, we observed only the two predominant styles of conflict resolution (compromising and avoiding) and found statistically significant differences according to tenure ( χ 2 (1) = 0.025, p  < .05). Those with a tenure of up to 10 years chose the compromising style in most cases (up to 5 years, 76.7%; 5–10 years, 68.0%), while those with a tenure of more than 10 years (except those with 15–20 years, 50.0%) chose avoiding (10–15 years, 61.9%; 20–25 years, 50.9%; 30–35 years, 56.1%; and over 35 years, 55.9%).

When observing the managerial position of the respondents, there were no statistically significant differences ( χ 2 (1) = 0.709, p  < .05) in the preferred conflict resolution style. Nurses and physicians in a managerial position preferred the compromising (52.8%) style more than those in non‐managerial positions (43.1%). The second most preferred style in both groups was avoiding (managers, 38.9%; non‐managers, 42.7%). Other styles of conflict resolution were rarely chosen.

5. DISCUSSION

The results represent an interesting starting point for reflection, since our research showed large discrepancies when compared to other conflict studies in the field of nursing. It should be noted that a comprehensive review of the literature uncovered only three studies that were comparable to our research in terms of the research goals (Akel & Elazeem,  2015 ; Hendel et al.,  2007 ; Kaitelidou et al.,  2012 ), wherein studies specifically addressing conflict resolution in primary health care were not found. Next, each of the major findings is first compared with the results of studies carried out in similar research settings (primary healthcare) and/or with similar samples (conflict resolution styles in physician–nurse teamwork). Then, we make a brief comparison of the results with those of other studies that explore conflict resolution styles in health care and finally provide the hypothetical explanation of the results.

Our findings were similar to those of two studies conducted in similar research settings: avoiding was the most frequently used resolution style by nurses and physicians in paediatric hospitals in Greece (Kaitelidou et al.,  2012 ), and compromising was the most common resolution style among both professional groups in hospitals in Israel (Hendel et al.,  2007 ). Accommodating was the most predominant style used by nurses and physicians in Egypt (Akel & Elazeem,  2015 ); additionally, the compromising style was used significantly more often by physicians than by nurses in this study sample. In the five studies with different research settings, similar findings were identified, namely the use of avoiding by nurses (Johansen & Cadmus,  2016 ; Morrison,  2008 ) and staff nurses (El Dahshan & Keshk,  2014 ), and compromising by head nurses (Hendel et al.,  2005 ) and nurses (Iglesias & de Vallejo,  2012 ). However, six other studies reported avoiding as the least frequently used conflict management style among nurse managers in Oman (Al‐Hamdan,  2009 ; Al‐Hamdan et al.,  2011 ), Turkey (Kantek & Kavla,  2007 ) and Egypt (Mohamed & Yousef,  2014 ), and among nurses in Israel (Tabak & Orit,  2007 ) and Finland (Ylitörmänen et al.,  2015 ).

Considering gender, our results also represent a significant deviation from other studies. Akel and Elazeem ( 2015 ) observed the dominating style to be a frequently used strategy for men in both professional groups. Three studies with a different research setting, one in Iran and two in Oman, also found male nurses to compromise more often than their female nurse co‐workers (Al‐Hamdan,  2009 ; Al‐Hamdan et al.,  2011 ). In contrast, female nurse managers in Oman and Jordan tended to use the avoiding style (Al‐Hamdan,  2009 ) and integrating style, respectively. Male nurse managers were also found to use the avoiding style in a study by Al‐Hamdan et al. ( 2014 ). Three other studies identified the divergent styles of integrating, obliging and competing to be the most frequently used styles among male nurses in handling conflict (Al‐Hamdan et al.,  2016 ; El Dahshan & Keshk,  2014 ; Kaitelidou et al.,  2012 ).

Considering education, our results differ from those of the three studies conducted in similar research settings, but correspond to those found in Finland and Turkey. Avoiding conflict situations was a more common style among paediatric nurses with a undergraduate 1st cycle than among nurses with a higher vocational education (Ylitörmänen et al.,  2015 ). Supervisors and nurses in Turkey with an higher vocational education adopted the avoiding and competing styles more than the other styles (Tuncay et al.,  2018 ). We also found diverging results in two studies with different research settings (Al‐Hamdan et al.,  2011 ; Başoğul & Özgür, 2016 ).

Our study also provided a completely new picture of differences in conflict resolution style based on tenure. The compromising style was more often used by those with tenure of up to 10 years, while everyone else with a longer tenure preferred to use the avoiding style.

Considering managerial position, we did not find any statistically significant differences; that is the participants preferred to compromise rather than avoid irrespective of whether they were employed in a managerial position, meaning that there were no comparable findings among studies with similar research settings. Studies conducted in different research settings also showed divergent results.

An explanation for the passive (submissive) behaviour of nurses can be found in occupational stratification and occupational status. We notice that there is still a very strong occupational differentiation and professionalization among physicians (profession) and nurses (semi‐profession) in Slovenia. When comparing the nursing occupation with physicians and other healthcare professions in terms of the salary, working conditions, and public and political influence, nursing is considered a semi‐profession (Witz,  1990 ). In past 30 years, physicians in Slovenia had 8 strikes that resulted in 2‐wage increases, whereby other healthcare workers only had 2 unsuccessful strikes. Another important aspect in this regard is that of values that are deeply rooted in a traditional system such as healthcare and can propagate submissive behaviour. In Slovenia, it is still common for physicians to treat nurses as second‐class members of the “same” team (Klemenc & Pahor,  2004 ). The value system of health professionals is largely formed during schooling, when candidates internalize the beliefs of their teachers, who prepare them for the profession (Rešetič, 2010 ). Last but not the least, "avoiding conflict" is also rooted in Slovene culture. As Gunkel et al. ( 2016 ) observe, cultural value dimensions affect conflict‐handling style preferences through the moderation of emotional intelligence.

Our observations about the predominant use of the avoiding style by nurses and the compromising style by physicians also coincide with the findings of other researchers. Skjørshammer ( 2001 ), and Tabak and Orit ( 2007 ) explain that the traditional paradigm of the physicians' role as leaders and the role of other healthcare professionals as dependent on them also reflects in conflict resolution. Furthermore, interpersonal relationships among healthcare professionals are often overlooked, pushed to the sidelines and perceived as less important and problematic due to the focus on treatment and nursing (i.e. patients). Consequently, nurses and physicians are more willing to compromise or avoid (Skjørshammer & Hofoss,  1999 ). Nurses and physicians are overworked, and do not have or take out the time to talk about interpersonal relationships and conflicts (Skjørshammer,  2001 ).

Some findings of our study can also be considered worrying. Those with a shorter tenure clearly want to resolve conflicts with moderate assertive behaviour and cooperation. In contrast, those with a longer tenure prefer to avoid conflicts, showing little concern for their own needs and those of others by leaving conflicts unresolved. Since longer tenures build work experience, more cooperation would be expected from such professionals. However, those with a longer tenure clearly realize that conflicts are better avoided. One of the reasons for this could be the hierarchical structure of organizations. Those with a shorter tenure, although initially more assertive, develop an apathetic attitude towards conflict resolution and display less (or no) commitment to assert their views because of time spent in the rigid healthcare system, which has strong values and an established organizational culture that does not encourage autonomy in thinking.

The question remains whether the observed empirical differences can be explained by the differences between primary and secondary health care. As this has not yet been empirically verified in Slovenia and, to our knowledge, elsewhere either, we can offer only a few hypothetical explanations, which are based mainly on our own observations arising from many years of work in the healthcare system. The cooperation between nurses and physicians in healthcare organizations at the primary healthcare level is much more intensive and continuous than at the secondary level, that is in hospitals, at least in Slovenia. As Brown et al. observe ( 2011 ), the demands and expectations on primary healthcare teams differ from specialty teams, such as stroke rehabilitation or oncology where care plans can be very disease‐specific and the role of team members more clearly delineated, amplifying the potential for conflict in teams.

5.1. Limitations

Our study employed convenience rather than random sampling, which might have resulted in sampling error and affected the generalizability of the results. In addition, the present study used a cross‐sectional design instead of a longitudinal design, as it was conducted only in one country and one institution with rather nationally homogenic teams. Thus, the research findings can be generalized only to select public healthcare institutions at the primary healthcare level in Slovenia. There might also be some other important factors that our research design could not control for. Another limitation might be the relatively small sample of male respondents and rather large share of uncompleted questionnaires that did not appear to generate systematic bias. Despite these limitations, the present results can still be considered reliable, and the study provides new insights about conflict management styles in primary health care.

6. CONCLUSIONS

Before presenting the conclusions, let us emphasize again that the goal of our research was different from the majority of studies that address and explain the emergence of conflict resolution styles among nurses. We specifically addressed the issue of predominant conflict resolution styles in teamwork settings between nurses and physicians in primary health care. Although the existing studies have shown divergent results related to different organizational and contextual factors, our study stands out in many respects. Cultural specifics play an important role in conflict resolution (Gunkel et al.,  2016 ), and conflict resolution styles are also situationally dependent. For instance, Al‐Hamdan ( 2009 ) found that conflict management styles significantly differed according to hospital type and years of experience. If we evaluate the obtained results through our own perceptions and observations, formed on the basis of many years of work in health care, we can conclude that the empirical findings adequately reflect the actual situation and that contextual factors such as occupational status, values, organizational structure and situational context play an important role in conflict resolution in health care. Hence, the results of this study indicate that the specifics of work and situation significantly moderate conflict in healthcare organizations.

The established divergence in the results of comparable studies and, above all, the obvious discrepancies shown in our research results clearly indicate the need for future research on conflict in health care to more consistently consider the situational and organizational context in which conflicts arise. After all, only three of the studies we referred to involved physicians. However, none of them examined conflict resolution in physician–nurse collaborations, which obviously play an important role in ensuring quality health care and effective teamwork, and perhaps call into question the existing research findings.

Last but not least, despite its key importance in ensuring social welfare, primary health care does not receive adequate research attention, at least in the area of conflict research. First, patient health care begins at the primary level, where the majority of healthcare services are provided. Second, at least in Slovenia, the number of healthcare professionals at the primary level represents a third of all healthcare workers, which is certainly not negligible. Third, primary health care involves constant and intensive collaboration between nurses and physicians, whereas at the secondary level, this collaboration is not so continuous. Constructive conflict resolution is especially important during the time of the ongoing coronavirus pandemic, which has created extremely unpredictable and unfavourable situations. In particular, healthcare organizations need to be as flexible as possible and ready for rapid change, and effective collaboration between healthcare teams resulting from timely conflict resolution will be crucial for managing this situation successfully and effectively.

6.1. Implications

Variability of empirical results and the obvious role of contextual factors clearly signal the need for future research on conflict resolution in health care that should pay more attention to social and organizational context factors as moderating variables. Dealing with conflicts at the institutional level should be holistic, aimed at multiple sources of conflict through multiple approaches and supported by key stakeholders—especially team leaders and management.

Leadership style and choice of conflict management strategies may strongly influence conflict outcomes (Brown et al.,  2011 ; Hendel et al.,  2005 ). For effective management of conflict, leaders must pose right qualities and skills and understand the causes, approaches and strategies of conflict management. In addition, they need to adapt the use of these styles to the ongoing social circumstances (Thomas & Kilmann,  1975 ) and avoid becoming chronically committed to any one strategy. Studies identified specific characteristics of leaders as facilitating conflict resolution such as being accessible, non‐judgemental and employing good‐listening skills (Brown et al.,  2011 ), open and direct communication, willing to find solutions, showing respect and the practice of humility (Çınar & Kaban,  2012 ). Also, the application of the appropriate conflict management style also depends on the change management lead by chief physicians and hospital managers, increasing the moral and motivation of the personnel (Çınar & Kaban,  2012 ). After all, the single most adaptable and powerful influence on the culture of modern organizations is leadership (West et al.,  2014 ).

While our study observed conflict resolution strategies, sources of conflict should also be considered, when thinking what should be focus of the conflict management (West et al.,  2014 ). While sources of conflict in primary health care have been researched in various papers, understanding of the potential barriers at micro (individual), meso (organizational) and macro (system) level is also important.

Strategies to address various sources of conflict are well known. Brown et al. ( 2011 ) recommend the use of conflict resolution protocols. Others (Çınar & Kaban,  2012 ; Hendel et al.,  2005 ) recommend various kinds of trainings aiming at various skills development covering relevant organizational behaviour topics: conflict resolution strategies, decision‐making, negotiations, implementation of power and effective communication. Learning in the work environment can also be done through observations (Hendel et al.,  2005 ). As observed in the previous section, preparation in conflict management should be included along the professional socialization process. Finally, true leaders should serve as role models in effective conflict resolution.

CONFLICT OF INTEREST

The authors declare they have no financial interests.

ETHICAL APPROVAL

Research Ethics Committee approval was not required as we had confirmation of management of Community Health Centre Ljubljana to conduct survey and to use data for publishing an article.

ACKNOWLEDGEMENTS

The authors would like to express their gratitude to the Community Health Centre Ljubljana, University of Primorska—College of Health Care, and physicians and nurses who participated in this research.

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Our Nursing Papers Samples/Examples

Conflict Resolution Paper

Type: Coursework

Subject: Issues in Nursing

Subject area : Nursing

Education Level: Undergraduate/College

Length : 3 pages

Referencing style : APA

Preferred English: US English

Spacing Option : Double

School : Chamberlain University

Title: Conflict Resolution Paper

Instructions: for this assignment, you will consider a conflict that occurred in your real nursing setting. you will describe the conflict in detail and then resolve the conflict using the 5 modes of conflict resolution. next, you will select the best mode of conflict resolution for the conflict you described from practice and what the expected outcome should be. in addition to an introductory paragraph with a purpose statement and a conclusions or summary paragraph, the main points to cover in this paper are: introduction with purpose statement a detailed description of the conflict, the person(s) involved, ethical or legal nature of the conflict. how the conflict was originally handled: how the conflict was managed by the persons involved in the conflict and the nursing administration, and if the conflict led to any change (describe the change and outcome). 5 modes of conflict resolution explained. the 5 modes of conflict resolution are explained. each of the modes of resolution is applied individually to the conflict and an outcome projected. lastly, select the best mode to resolve the conflict based on the 5 modes of conflict resolution you presented. include the rationale for your selection. summary or conclusions paragraph be sure to include at least 3 published, peer-reviewed references from the online library published in the last 5 years. please do not use blogs, websites, or other sources of information for this assignment. you may use your textbook as 1 of the 3 references. minimal, if any, direct quotes.

Also Read: Best Nursing Capstone Project Help to students

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Every nurse leader's career includes dealing with difficult personality traits. A thoughtful and consistent approach, as with many aspects of leadership, can make all the difference. This article offers advice on how to deal with social relationships effectively. People are present in both the highs and lows of leadership. Working in a team is the most rewarding aspect of our jobs, as well as the most difficult and draining. Every nurse leader's career includes dealing with tough personalities. A thoughtful and consistent approach, as with many aspects of leadership, can make all the difference... Disrespectful and disruptive behavior can jeopardize patient safety, boost absenteeism and turnover, and diminish job satisfaction (Olson, 2017).  The following is a reflection of some of the nursing workplace conflict that I encountered and how I managed to solve. 

Conflict between Me and Junior Nurses

One of the workplace conflict that I have encountered is between me and junior nurse who are still working through their certificate level.  It is often expected that as a senior nurse, I should be in a position to efficiently run a health institution and be able to organize, communicate and understand the challenges that junior nurses may face.  The main source of conflict is the way they perceived the level of power that was bestowed on my as a senior nurse. For example I was required to organize their shift schedules, be the first line of consultation in the event that they had a challenging patient and to provide internship report to the required authorities.  The way that I was able to deal with the conflict regarding how they perceived my authority, given that some of them would be rebellious when I gave them simple orders, I began involving them in decision making. In this they felt appreciated and that they were as part of the team. I also strategically gave them more power and responsibilities as a way of appreciating their hard work. For example, I allowed them to organize their shifts schedules but bring them to me for approval and review. I would also talk to them regarding the ward that they would be comfortable working in, while I also encouraged them to experience different environments. 

Conflict between me and Patients

The other common conflict that I have experienced is the one between me and difficult patients.  This is a common conflict for most nurses and at times this has also led to a legal battle.  The situation happened when I was faced with an emotionally distressed patient and highly religious family members that could allow the patient to be dressed by a nurse who is not from their culture and religion. During this time I was working as a junior nurse and such an experience can be intimidating.  I however, appreciated that each patient has their distinct behavior and habits, meaning that as a nurse one needs to know ways to handle patients with tense emotions and anger. At the same time the patient was tense and required me to provide them with the reassurance that they would be alright.  What I did was to collaborate with the patient and the patient’s family in taking them through the procedure. I also called on the ward physician to explain to the patient the reason for constant dressing since the patient had undergone surgery and only an experienced nurse would be allowed to do so.  I also used good communication skills to direct the patient and assure him and the family that I was there to served is best interest,  for which he later agreed and the procedure would go on to the time he was discharged. 

Based on the above scenarios, anyone who faces interpersonal conflict in nursing has a variety of options on how to handle it. In my experiences, the following modes of conflict resolution have always worked.

• ‍ Competing: Nurses who use competing as a resolving conflicts strategy are likely to be overly pushy and focused on "winning" the debate rather than finding the best potential solution.
• Obliging : People-pleasers are nurses who utilize obliging as their primary conflict resolution strategy. Other people's ideas are fine with them, even if it means shelving or de-prioritizing their own (Olson, 2017). This can be beneficial when it advances the best solution, but it can also be dangerous if it leads to a situation in which someone withholds valid convictions or opinions in order to "keep the peace." ‍
• Avoiding: Nurses who use avoidance as a conflict resolution method choose to avoid or ignore the source of disagreement rather than facing it head on. Avoiding, like complying, increases the likelihood of a group adopting untested (or under tested) ideas, which can be harmful in the long term. ‍
• Compromising: Nurses who approach interpersonal conflict resolution from a compromising mindset instead of a "me vs. you" mindset aim to find a solution that makes both parties at least partially happy. Both parties will have something they want and will be able to move forward with implementing a solution as a result of this (Flynn & Mercer, 2018).
• Collaborating: Nurses who use collaboration as a conflict resolution strategy incorporate others' ideas into their own; while the outcome may not be as half-and-half as compromising, the solution still incorporates aspects of everyone's opinions and input, going to increase group buy-in and overall satisfaction with the final decision (SAHIN ALTUN, 2015).
• Not all nursing conflicts will be resolved completely and quickly; in fact, some may not be resolved at all by the time you finish your assignment. And that's fine! One of the many benefits of working as a travel nurse is not having to deal with long-term workplace drama.

One thing that I have come to understand is that the nursing leader’s quality also matter in conflict resolution.  It is important to always remember to be polite and empathetic as probable with medical staff and patients at someone’s medical facility, regardless of your relationship. You never know when (or if) your paths will cross again, or who else may be involved in your situation.  Also it is important to be clear in your communication.  As previously stated, misunderstandings are one of the most common sources of nursing conflict. What's more, how do we clear up any misunderstandings, this is done through clear communication that is clear. 

It is also important to ensure to assume the best. It's easy to forget that everybody in the house wants the best for the patient in the midst of the stressful environment created by heavy patient loads. It's why you chose to be a nurse, that why doctor chose medicine, and also why the patient's family members are there to support them. Even if you think an opinion or decision has a negative impact, keep in mind that it was most likely well-intentioned; therefore, respond appropriately (Sahin Altun, 2015). Lastly, approachability is an undervalued quality that is important for more than just building relationships with patients. Make an effort to get to know some other nurses you'll be working with as soon as possible to ensure that they'll feel comfortable approaching you for assistance, and vice versa! It's a lot simpler to discuss things through with a buddy than a stranger, and it fosters a sense of camaraderie on the unit.

Flynn, M., & Mercer, D. (2018). Conflict resolution Oxford Handbook of Adult Nursing , 125-132. https://doi.org/10.1093/med/9780198743477.003.0010

Olson, D. M. (2017). Through the resolution of conflict. Journal of Neuroscience Nursing , 49 (5), 257-257. https://doi.org/10.1097/jnn.0000000000000316

Sahin Altun, O. (2015). Journal of Psychiatric Nursing.. Journal of Psychiatric Nursing . https://doi.org/10.5505/phd.2015.63856

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Conflict Resolution

Thesis statement, stages of conflict.

Conflicts are bound to occur in any organizational setting, and the nursing profession is no exception. In any field where a group of people with different ways of thinking, different levels of education, conflicts may occur from time to time due to things such as personality clashes. What seems right and the best way to carry out activities may be perceived as the wrong way by other professionals. This paper samples a case of conflict in a hospital setting that I experienced. Through this incident, the paper analyses the different stages and types of disputes. Other than that, the paper looks genuinely into the methods of conflict resolution applicable to the situation, to prevent the recurring of such conflicts.

Management in any organization may often conflict with the professionals dealing with a particular field especially when the managers have not specialized in the specific profession. The minds of the managers are focused on ensuring factors such as cost remains under control. They are result-oriented in most cases and focus on making an organization as profitable as it could be. In this particular case of conflict, the managers at the hospital sought to reduce the number of nurses to cut down on the cost of labor. According to them, it would save the hospital a considerable amount of funds if they reduced the number of nurses, as all nurses are eligible for any tasks. Making sure that their number was controlled would ensure that every unit of labor was maximized and more nurses would learn to take the initiative. Additionally, this would place the hospital in a better financial position. The management focused on the numbers and maximizing the output from their input.

The latent stage of the conflict began a few days after the number of nurses was reduced. Without realizing it, the increased duties and the chaos in delegation strained the working relationship between the nurses. It was difficult for nurses to take the initiative and carry out responsibilities out of their own volition when they felt that a particular nurse had executed fewer tasks. Instead of openly addressing the issue and delegating the duties at that time, most nurses left them for other nurses with fewer responsibilities. At the back of their minds, nurses at the hospital felt undervalued due to lack of consultation in the decision-making process. Therefore, without realizing it, they engaged in a silent ‘strike’ or rather go-slow, to prove how critical their role is. This only increased conflicts with other departments that depended on nurses to carry out their duties. At the perceived stage, the chaos at the hospital was a clear sign of the underlying conflicts. Collaboration is a significant factor in the medical field (Leever, 2010).

1. A.M. Leever, M. H. (2010). Conflicts and Conflict Management in the Collaboration between Nurses and Physicians -A Qualitative Study.

2. Carla Aparecida Spagnolo, G. R. (2010). Conflict Situations Experienced at Hospital: the view of Nursing Technicians and Auxiliaries.

3. Finkelman. (2016). Improving Teamwork: Collaboration, Coordination and Conflict Resolution, Section on Negotiation and Conflict Resolution.

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Leadership and Conflict Resolution in Nursing

Introduction, leadership in nursing, conflicts resolution, importance for nurses, conflict resolution and my practice, top leadership qualities.

The ability to manage people effectively and align their cooperation to attain a specific goal has always been appreciated in individuals. Leaders can alter the functioning of various units and promote positive change by their examples or using potent strategies. Today, the idea of leadership remains critically important as it helps to improve the work of various organizations and ensure all team members can cooperate in a way that simplifies the achievement of the existing goals. For the nursing sphere, this concept is also fundamental as the ability to act in complex situations and manage people helps to save lives and attain better treatment outcomes.

The contemporary nursing practice presupposes the provision of demanded care to all patients and improvement in the quality of their lives. However, because of the increased diversity of clients’ demands and increased sophistication of the sphere, the given task can be complicated. For this reason, leadership acquires the top priority as one of the tools to align better cooperation, resolve problems and conflicts, and motivate specialists to work together and achieve desired outcomes (Clarke & Dreher, 2017).

The critical role of this concept for practice also results in shifts in nurses’ preparation as much attention is given to leadership qualities, their cultivation, and improved understanding.

Under these conditions, leadership theory, as the set of knowledge on how to become a better leader in different environments, acquires the top priority for the nursing sphere. It focuses on traits, behaviors, and strategies people can adopt to enhance their capabilities, create the basis for cooperation, and avoid problematic issues or conflicts (Weberg et al., 2018).

Furthermore, because nursing involves interpersonal and interprofessional collaboration, the conflicts are an integral component of this setting, and the leader’s central function is to select strategies guaranteeing that such issues will help to move forward and avoid deterioration of atmosphere or motivation (Clarke & Dreher, 2017). In such a way, leadership theory is a fundamental component of modern nursing practice.

As stated previously, conflicts are common in the healthcare setting as it presupposes cooperation between numerous people, including patients and workers. Under these conditions, dealing with problematic issues and problems becomes one of the most important topics for this area. From the leadership perspective, resolution of disputes, problematic situations, or conflicts involves finding a solution satisfactory for all involved parties and leading to the end of disagreement (Furlong & Moore, 2020).

Moreover, it is vital to guarantee that this situation will create the basis for future improvement and help to avoid the repetition of similar cases in the future (Furlong & Moore, 2020). It means that leaders should act as moderators and supervisors, monitoring relations between parties and ensuring there is no critical harm done by the conflict.

For nursing practice, effective conflict resolution practices are fundamental and should be continuously improved. For instance, communicating with others or being a part of an interprofessional team, a specialist might experience differences in views and perspectives on a particular problem. The existence of multiple opinions on the same issue is vital for the nursing sphere as it helps to discuss all existing options and select the most effective and sufficient one (Kristiansen et al., 2016).

However, a leader’s central task is to ensure that such disputes and discussions will not transform into a conflict resulting in the impossibility to continue cooperation and deteriorating the quality of care provided to a patient (Furlong & Moore, 2020). In such a way, leadership becomes a framework for better cooperation and problem-solving vital for nursing practice.

Conflicts might also be associated with the delegation of tasks and responsibilities distribution. For healthcare, the ability to perform specific roles and accept specific patterns of cooperation is vital as it serves as the guarantee that patients will be provided with appropriate, sufficient, and professional care (Furlong & Moore, 2020). Furthermore, in interprofessional teams, delegation becomes more complex as it presupposes consideration of knowledge and experiences certain specialists possess (Furlong & Moore, 2020).

That is why leaders should have an improved understanding of how such complex situations can be managed and what strategies can be employed to ensure that all specialists can do their best and contribute to the resolution of the case (Kristiansen et al., 2016). Their correct functioning becomes vital for outcomes and clients’ satisfaction.

The leadership theory offers several conflict resolution strategies applied to various situations to attain the desired outcomes. These include avoiding, compromising, collaborating, and accommodating as the central methods to resolve disputes between parties (Weberg et al., 2018). However, the avoiding approach is inapplicable for the modern nursing practice as it might result in the accumulation of adverse effects (Kristiansen et al., 2016).

For this reason, compromising, accommodating, and collaborating are viewed as the most potent conflict resolution strategies in nursing. They presuppose discussion of the problematic issue and outlining the plan of actions that can meet the interests of all parties (Weberg et al., 2018). Moreover, leaders should play a moderating role in providing possible options for discussion and compromise.

Practical conflict resolution is significant for various nursing roles and spheres. For instance, the unit manager has multiple responsibilities and duties to ensure the stable work of a particular department. It means that he/she should monitor the work of numerous individuals and guarantee they are satisfied with the current working conditions or do not suffer from the unresolved conflict (Kristiansen et al., 2016). Problem resolution skills can help to discover any potential issues and consider the strategy that can be used to address the question and prevent the emergence of adverse effects. It will also ensure the stable work of the unit and its ability to achieve relevant tasks.

For bedside nurses, the ability to resolve conflicts and apply various leadership skills is also important. His/her responsibilities include the delivery of immediate and direct care to a patient, assessing the health status, and monitoring of current conditions (Weberg et al., 2018). These duties demand cooperation with a client and other team members, which can serve as the source of potential conflicts. That is why correctly realizing the existing strategies, a bedside nurse can ensure that the patient will be provided with the required treatment, and other health workers will engage in meaningful cooperation aimed at creating the continuing of care vital for recovery.

Finally, for a public health nurse, the enhanced understanding of leadership theory and conflict resolution skills is fundamental. This specialist is responsible for monitoring the health of communities and cooperation with people representing various social classes and groups (Weberg et al., 2018). Under these conditions, there is much space for conflict situations and problems that should be managed to avoid undesired outcomes.

A specialist with enhanced leadership skills will find the most applicable strategy and use it to prevent the further deterioration of the situation. In such a way, strategies for problem resolution are essential for nurses working in different spheres as they are a key for successful cooperation.

For my own nursing practice, conflict resolution is a critically important topic as it can make me a better leader and specialist. My future work presupposes cooperation with numerous people, including other specialists, colleagues, and clients. It is impossible to avoid conflicts completely as they are an integral part of the cooperation between people. However, possessing the enhanced vision of how issues can be resolved and used to create the basis for new achievements, I can become a better specialist and find my own place in various teams. For this reason, I am sure that this topic is fundamental for my nursing practice and future.

I think that the correct understanding of this topic’s importance also served as the stimulus for my personal and professional growth. Conflict resolution has always been one of my weaknesses because of the inability to understand other parties’ arguments and make a compromise. However, I also think that such skills are vital for becoming a good leader and the ability to work in teams. For this reason, I improved my understanding of conflict resolution strategies, how they can be applied to different settings, and the role of a leader in various problematic situations. I believe that such skills will help me in the future, and I continue working on their improvement.

Speaking about my career, I also believe that I have good opportunities. One of my main strengths is the ability to learn and acquire new skills. It is one of the central traits for a good leader and specialist, meaning the I can become a respected worker. At the same time, there are still many areas that should be improved, such as communication and interaction with other people. However, because I work hard to eliminate these problems, I am sure I will be able to eliminate existing limits and barriers and move forward to achieve new goals.

Altogether, speaking bout leaders and leadership qualities, I think three central traits making a good nurse leader are knowledge, commitment, and motivation. A leader should possess extensive knowledge that can be applied to various situations. Moreover, he/she should be ready to help other people and offer a practical recommendation on how to solve a specific problem.

Commitment cultivates a better understanding of the importance of things they do and preserves the desire to help people, which is vital for the healthcare sector. Finally, motivation is a key aspect of high performance levels and positive outcomes. Leaders should be motivated and be ready to inspire other people to follow them and attain positive results. Only if a person has all these traits, he/she can become a good leader in the nursing sphere.

In conclusion, leadership remains one of the fundamental concepts of the modern world. Its role in the healthcare sector cannot be overestimated. Conflict resolution, as one of the central topics of leadership theory, helps to support the practical work of teams and units. The employment of specific strategies contributes to better cooperation between specialists and their ability to engage in various groups aimed at helping patients to recover. I also work on improving my conflict resolution skills as a way to become a better specialist and succeed in my future practice.

Clarke, P. N., & Dreher, M. (2017). Transitions and transformations in nursing leadership. Nursing Science Quarterly, 30 (1), 34–37. Web.

Furlong, G., & Moore, C. (2020). The conflict resolution toolbox: Models and maps for analyzing, diagnosing, and resolving conflict . Wiley.

Kristiansen, M., Westeren, K. I., Obstfelder, A., & Lotherington, A. T. (2016). Coping with increased managerial tasks: tensions and dilemmas in nursing leadership . Journal of Research in Nursing, 21 (7), 492–502. Web.

Weberg, D., Mangold, K., Porter-O’Grady, T., & Malloch, K. (2018). Leadership in nursing practice: Changing the landscape of health care (3 rd ed.). Jones & Bartlett Learning.

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NursingBird. (2022, September 10). Leadership and Conflict Resolution in Nursing. https://nursingbird.com/leadership-and-conflict-resolution-in-nursing/

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NursingBird . "Leadership and Conflict Resolution in Nursing." September 10, 2022. https://nursingbird.com/leadership-and-conflict-resolution-in-nursing/.

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