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Nursing Leadership and Management Discussion

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Nursing Leadership and Management Discussion

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Nursing Leadership and Management

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Read Chapter 8

1. Describe a situation in which the nurse manager would use problem resolution in the workplace. Describe a situation in which the nurse manager would use negotiation to resolve a conflict (or potential conflict) in the workplace.

2. Compare and contrast strategies for resolving a conflict, using first the informal negotiation method and then the formal negotiation method.

3. Explore the American Nurses Association website for information on collective bargaining for nurses. Which states have nursing unions? Debate the issue of joining a union with another group of students.

4. PART 1: Log onto the website of your state nurses association and search for information on collective bargaining. Search for news articles, union websites, and other recent information on collective bargaining for nurses in your state. Is there a great deal of collective bargaining activity in your state? If not, why? If yes, what are the primary issues under discussion?

PART 2: Review the pros and cons of becoming part of a collective bargaining unit. If

Nursing Leadership and Management Discussion

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Nursing Leadership and Management Discussion

Chapter 8 Dealing With Problems and Conflicts Copyright © 2015. F.A. Davis Company Potential Conflict Generators • Competition between groups • Increased workload • Multiple role demands Copyright © 2015. F.A. Davis Company Potential Conflict Generators (cont’d) • • • • • Threats to safety

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and security Scarce resources Cultural differences Ethical conflicts Invasion of personal space Copyright © 2015. F.A. Davis Company Bullying • Often targets one individual • Is an attempt to exert power over another person • May have devastating effects on the individual and the team Copyright © 2015. F.A. Davis Company Workplace Incivility • Displays of disrespect among staff and providers • Coworkers are the most common source Copyright © 2015. F.A. Davis Company Moral Distress • Occurs when personal and professional ethics are violated Copyright © 2015. F.A. Davis Company Conflict Resolution Myths • Win-lose-draw • Fixed pie myth • Devaluation reaction Copyright © 2015. F.A. Davis Company Conflict Resolution • Problem resolution • Negotiating informally • Formal negotiation Copyright © 2015. F.A. Davis Company Problem Resolution • Identify the problem or issue. • Generate possible solutions. • Evaluate suggested solutions. Copyright © 2015. F.A. Davis Company Problem Resolution (cont’d) • • • • Choose the best solution. Implement the solution chosen. Is the problem resolved? If yes, end process; if not, repeat. Copyright © 2015. F.A. Davis Company Negotiating an Agreement Informally • • • • Scope the situation. Set the stage. Conduct the negotiation. Agree on a resolution. Copyright © 2015. F.A. Davis Company Conducting a Negotiation • • • • • • Manage emotions. Set ground rules. Clarify the problem. Make an opening move. Continue the negotiations. Agree on a resolution. Copyright © 2015. F.A. Davis Company Collective Bargaining • Economic issues • Management issues • Practice issues Copyright © 2015. F.A. Davis Company Pro: Collective Bargaining • • • • Protects workers’ rights Grievance procedures available Higher pay Empowering Copyright © 2015. F.A. Davis Company Con: Collective Bargaining • Creates management-staff barrier • Adds rules and regulations • Drains manager’s time Copyright © 2015. F.A. Davis Company Conclusion • Conflict is inevitable within large groups. • It is not necessarily a negative experience. • Growth may emerge from positive conflict management. Copyright © 2015. F.A. Davis Company
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