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Identification of the Conflict
The current conflict transpired in one of the hospitals in Miami and involved two individuals, Jacqueline and Lisandra. The latter is a nurse manager, and the former is a nurse. The conflict transpired because of incompatible personal interests and ineffective role assignment process. The conflict developed in a hasty manner even though it started only seven days ago. So as to mitigate the conflict and its adverse consequences, a number of essential steps are proposed. The paper describes in detail the particularities of the conflict between the nurse and nurse manager mentioned above and outlines the stages of their conflict. Within the framework of the current paper, several strategies to resolve the conflict are proposed. In conclusion, the decision regarding the intricacy and magnitude of the conflict is made.
Details of the Conflict
The problem, in this case, consists in the fact that Jacqueline disregarded the delegation procedure and acted as if she (and not Lisandra) were the nurse manager. The overall state of the conflict was worsened by the nurse and nurse managers complex interpersonal relationships. Jacqueline also talked insolently of Lisandra and behaved inappropriately. The conflict became even more intricate when it was found out that Lisandra did not even know about Jacquelin taking on her role throughout her absence at the hospital and behaving incompetently. Several inappropriate decisions were made by the nurse, and she treated her coworkers rather impertinently. Jacquelines choice of words was absolutely inappropriate. Lisandra decided to resolve the conflict diplomatically even though she was rather upset with how things went.
Type of Conflict
The conflict that is reviewed within the framework of this paper can be considered interpersonal. This type of conflict is one of the most destructive for any organization. This interpersonal conflict seriously affected the working environment at the hospital and influenced the output of the department in which Jacqueline and Lisandra operate. This decision is based on the fact that two particular individuals engaged in the conflict because of their opposing interests and it could have led to unpredictable consequences.
Stages of the Conflict
The conflict that is reviewed within the current paper can be divided into six core stages. First, the conversion from the latent conflict to emerging conflict occurred (Chang & Daly, 2016). Second, Jacqueline and Lisandra experienced the escalation of the conflict (the two key underlying reasons were misunderstanding and Jacquelines inept behavior).
Third, there was a standoff. Jacquelines unprofessional decisions led to a situation where the conflict reached its climax. Fourth, the conflict went into the phase of negotiation (Chang & Daly, 2016). The nurse manager decided to exonerate Lisandra and continue working in the hospital. The two remaining stages of the conflict between the nurse and nurse manager are argument settlement and peacebuilding. From the looks of things, the two employees of one of the hospitals in Miami will be able to reach an agreement, but Jacqueline will be penalized for the actions anyway.
Strategies to Resolve the Conflict
The first strategy is the accommodation. It can be used in the current situation in order to reduce the load on the conflicting persons (Halperin, Cohen-Chen, & Goldenberg, 2014). This strategy is aimed at mitigating the conflict and putting the performance of the hospital personnel at the forefront instead of spoiling Lisandra and Jacquelines interpersonal relationships. Building goodwill and being reasonable are the two key constructs of this strategy (Halperin et al., 2014).
The next conflict resolution strategy can be characterized as a process of finding the middle ground (Halperin et al., 2014). The solution, in this case, will not be picture-perfect but the conflict between Lisandra and Jacqueline is not that complex so giving up something particular for the sake of mitigating the conflict seems reasonable. Finding a compromise is essential if the parties involved in the conflict are interested in accomplishing the long-term objectives of the hospital (Halperin et al., 2014).
The third strategy involves disregarding the conflict, but it is not recommended to apply this strategy within the existing hospital environment (Nelsey & Brownie, 2012). Jacqueline and Lisandra both have to realize the importance of resolving the conflict, so it will be impossible to mitigate the conflict by merely ignoring it. This strategy can be rather damaging, and the outcomes of its application cannot be foreseen or estimated (Nelsey & Brownie, 2012).
The fourth strategy to resolve the conflict revolves around rivalry. This means that one of the parties will be put at a disadvantage. In perspective, this may end in misunderstanding and the lack of cooperation between Jacqueline and Lisandra (Iglesias & Vallejo, 2012). This strategy can be employed as a means of short-term conflict resolution, but the outcomes may ultimately include restrained and hesitant personnel.
Relationship between Delegation and the Conflict
In this case, delegation became the cornerstone that eventually triggered the conflict. The interpersonal relationships between Jacqueline and Lisandra also contributed to the development of the conflict. The review of the conflict showed that there were critical problems inherent in the administrative processes of the hospital that led to such Jacquelines behavior. The delegation of responsibilities among the nurses was not performed efficiently. Therefore, the existing delegation policy will have to be revised and approved by the nurse leader.
Collaboration with the Nurse Leader
So as to pick the best conflict resolution strategy, it will be necessary to connect with the nurse leader and review the existing environment at the hospital. The problem consists in the fact that there are several dynamic variables which may adversely influence the process of selecting the best conflict resolution strategy (Barr & Dowding, 2016). These variables include the importance of interpersonal relationships, the significance of the issue, and the amount of time pressure. In combination, these three variables have to be carefully assessed by the nurse leader in order to make an informed decision and select the most suitable strategy to resolve the conflict between Lisandra and Jacquelin.
The Process of Selecting the Best Conflict Resolution Strategy
After reviewing the premises and possible outcomes of the conflict, the decision regarding the most suitable conflict resolution strategy was made. The nurse leader decided that it would be reasonable to resolve the conflict between Lisandra and Jacqueline by means of collaboration. Therefore, it was proposed to both the nurse and the nurse manager to come up with a collaborative resolution that will comply with their personal and professional requirements and interests.
The nurse leader was able to communicate the idea effectively so that Jacqueline and Lisandra could understand that their major responsibility is to ensure patient safety, delegate the responsibilities correctly, and allocate the resources available to the hospital in an efficient manner (Chan, Sit, & Lau, 2014). The reason behind selecting collaboration as the strategy intended to resolve the conflict is its overall effectiveness and a wide range of applicability. Nonetheless, one should take into account the fact that not every conflict situation (even the one similar to Jacqueline and Lisandras) can be resolved through collaboration. The team should be focused on resolving considerable issues inherent in the health care environment instead of dealing with the inconsequential ones.
Conclusion
The conflict that was reviewed within the framework of the current paper occurred between the nurse manager (Lisandra) and the nurse (Jacqueline). The background of the issue was scrutinized, and all the details regarding the conflict were identified. So as to facilitate the process of resolving the conflict, the whole event was divided into stages. After that, all of the stages of the conflict were briefly presented to the reader. The paper focuses on several conflict resolution strategies. Within the framework of this research on conflict resolution strategies, the identified tactics were hypothetically applied to the local health care environment (Miami hospital).
The overall impact of the conflict was also discussed. On a bigger scale, it can be supposed that there are no conflicts that cannot be resolved in an efficient manner. The conflict between the nurse manager and the nurse described above is one of the classic examples of an interpersonal confrontation that results in a serious conflict if not resolved quickly. To conclude, it is safe to say that every hospital administration is in charge of increasing the flexibility of its employees and helping them to act in accordance with the guidelines even when their behavior has to be adjusted to the circumstances. The result of the conflict can be considered positive as Jacqueline and Lisandra are expected to collaborate and reach an agreement regarding their responsibilities and roles in the hospital.
References
Barr, J., & Dowding, L. (2016). Leadership in health care. Los Angeles, CA: SAGE.
Chan, J. C., Sit, E. N., & Lau, W. (2014). Conflict management styles, emotional intelligence, and implicit theories of personality of nursing students: A cross-sectional study. Nurse Education Today, 34(6), 934-939.
Chang, E., & Daly, J. (2016). Transitions in nursing: Preparing for professional practice. Chatswood, Australia: Elsevier.
Halperin, E., Cohen-Chen, S., & Goldenberg, A. (2014). Indirect emotion regulation in intractable conflicts: A new approach to conflict resolution. European Review of Social Psychology, 25(1), 1-31.
Iglesias, M., & Vallejo, R. (2012). Conflict resolution styles in the nursing profession. Contemporary Nurse, 4(12), 2768-2782.
Nelsey, L., & Brownie, S. (2012). Effective leadership, teamwork and mentoring Essential elements in promoting generational cohesion in the nursing workforce and retaining nurses. Collegian, 19(4), 197-202.
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