Response to Peers # 1 100-150 words
Conflict in professional practice is likely to arise due to several reasons. A primary reason that can contribute to conflict in professional practice is poor communication channels. When there is a disconnect in communication within an organization, there is usually the likelihood that people may fail to understand one another, thus contributing to professional conflict (Keashly et al., 2020). This can be a result of one colleague mistaking another for not conducting their responsibility as expected when information may have been miscommunicated. Other reasons that can contribute to professional conflicts include incidences of harassment and bullying in the workplace (Keashly et al., 2020). When an employee feels that they are being targeted by their employer or colleague, it can easily contribute to professional conflict. This is because incidences of intimidation can make employees feel undervalued within an organization.
In an attempt to address professional conflict within an organization, a firm’s values and culture can be central in influencing how a specific situation is handled. For instance, if the organizational culture embraces communication, then this will be central to the addressing and resolution of conflicts (Keashly et al., 2020). An organizational culture that values communication is based on ensuring that employees embrace an open communication policy where conflicts are resolved through one-on-one discussions. Similarly, if an organization’s values and culture are based on filing a procedural grievance, then it will affect how conflict is addressed and resolved within the organization.
Conflict management strategies are essential to preventing organizational conflicts from escalating to undesired levels. There are several strategies that can be employed to resolve workplace conflict and prevent violence. One strategy that can be employed is effective communication, which can help develop an understanding between colleagues, thus resolving conflict and preventing workplace violence (Kay & Skarlicki, 2020). Another conflict resolution strategy that can be employed to resolve conflict and prevent violence in an organization is engaging in active listening. Active listening is an important trait that helps ensure that colleagues trust and understand each other.
References
Kay, A. A., & Skarlicki, D. P. (2020). Cultivating a conflict-positive workplace: How mindfulness facilitates constructive conflict management. Organizational Behavior and Human Decision Processes, 159(159), 8–20. https://doi.org/10.1016/j.obhdp.2020.02.005
Keashly, L., Minkowitz, H., & Nowell, B. L. (2020). Conflict, conflict resolution and workplace bullying. In bullying and harassment in the workplace (pp. 331-361). CRC Press. https://ebrary.net/131642/psychology/conflict_conflict_resolution_workplace_bullying#google_vignette
Response to peers # 2 100-150 words each
Leadership competencies are developed by having the insight and knowledge to use clinical reasoning and judgment when assessing an approach for resolving an ethical issue. Additionally, this is what will assist us in developing our critical thinking skills to guide our own awareness, reflection, interpretation and implementation of any problem we may encounter (Green, 2022). The steps it takes to develop our critical thinking skills first, requires the ability to self-reflect on our judgments and biases, our relationships with others, gain insight and self-awareness, establish trust, and to seek open feedback in formal and informal situations (Green 2022). Additionally, these characteristics can promote a positive educational environment for the patients and healthcare staff and can promote a sense of accountability as a personal responsibility to self (Cox & Beeson, 2018).
When reflecting upon this scenario, some details that stand out are the provider verbally acknowledged the confused state of the patient, even though the charting reflected something different. Critically assessing the situation, some factors that come to mind are time constraints, high acuity, voice prompted dictations, and even the health and stress level of the provider. It would be wrong to assume that the provider enacted deliberately. Equally, I have the responsibility to my patient and to the provider to gain a deeper understanding of the why’s and how this happened. Advocacy and Collaboration work together for optimal outcomes.
It is simple to get sidetracked down the path of “mindless thinking” and routine thoughts aka assumptions (Green, 2022). As a baccalaureate prepared nurse, we must advance further by using a more controlled and purposeful approach in obtaining the outcomes we seek (Green, 2022). Which in the scenario example, I would initiate a non-confrontational sharing of assessments, and myself asking the provider “I noticed that my assessment of patient X was different than what I observed from your charting notes? Can you help me to understand what I may be missing? Would you mind going with me to re assess this patient? This is concise, non-confrontational, and educative based. It provides inquisitiveness, systematicity, analyticity, open- mindedness, and especially confidence. All characteristics of a strong critical thinking nurse leader would exemplify.
I am going to use the example of Fidelity. As I show loyalty for the needs and safety of my patient, I am equally learning clinical judgement and how these situations assist in obtaining purposeful outcomes with the provider (Green, 2022). Additionally, I feel it would be crucial to not think any act was an intentional one. Again, we must be able to assess all factors present, use professional reasoning skills and effective communication strategies when fostering a positive collaborative working environment. Nurses specifically take on the endeavors to “aid the provider in his work” (Green, 2022) while equally committing to the welfare of all individuals in our care. In conclusion, the relationships that we guide and establish as nurse leaders will ultimately further advance and uplift the care of all human beings.
References;
Cox, Sharon MSN, RN; Beeson, Ginny MSN, RN, NEA-BC. Getting accountability right. Nursing Management (Springhouse) 49(9):p 24-30, September 2018. | DOI: 10.1097/01.NUMA.0000544458.73828.42
Green, S. (2022). Dynamics in nursing: Art & science of professional practice (2nd ed.). Grand Canyon University. https://bibliu.com/app/#/view/books/1000000000583/epub/Chapter4.html#page_83
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