This paper examines conflict management within the nursing profession through the lens of C.G. Vivar's 2006 case study published in the Journal of Nursing Management. It explores the inevitability of workplace conflict in high-stress healthcare environments, the distinction between beneficial and detrimental conflict, and the role of emotional intelligence in early detection and mitigation. The paper highlights practical strategies such as one-on-one communication and body language awareness, arguing that these tools help nursing staff reduce miscommunication, build stronger team bonds, and foster an innovative, patient-centered work environment.
The healthcare industry is paramount to both economic growth and societal well-being. In the United States, nearly 17% of GDP comes from the healthcare sector. Nurses in particular play a critical role in the delivery of products and services to society. Newly issued legislation regarding treatment, health insurance, and overall healthcare coverage has further heightened the importance of the nursing role. This role, as many are aware, can be particularly stressful. Aspects such as illness, customer service, treatment errors, and more can occur on a daily basis. As a result, conflict within the healthcare facility is likely to arise. Power conflicts can also occur within the nursing unit itself as individuals attempt to achieve status and wage increases. C.G. Vivar, in a 2006 issue of the Journal of Nursing Management, outlines steps to help avoid and mitigate conflict within the work environment. Of note, Vivar uses extensive case studies to further illustrate real-world instances of conflict within the nursing profession (Bullough, 1972).
From the outset, the reader is informed that there is no universally appropriate or inappropriate strategy when dealing with conflict. In fact, Vivar illustrates that the most important elements of conflict management pertain to detecting the initial symptoms of conflict and adopting policies to mitigate it. Vivar is also quick to illustrate that conflict within the work environment is, in many instances, beneficial. Particularly in the healthcare field, it allows for diverse views to be properly heard and appropriately voiced. Conflict also generates ideas that can ultimately provide innovative new services for clients and society. Furthermore, conflict helps organizations avoid groupthink, which stifles innovation and creativity within the workforce.
It is when conflicts ultimately detract from the overall work environment that intervention must occur. In particular, management, faculty, and staff must possess what Vivar terms "emotional intelligence." This emotional intelligence allows members of the nursing unit to sense or anticipate conflict within the environment and take proper action to mitigate it. Vivar notes that many conflicts arise out of miscommunications and misunderstandings between parties — a communication, tone, or piece of body language interpreted in error. A practical method to address this is to cultivate emotional intelligence as it relates to personal behavior. Body language, tone of voice, and facial expressions are all important when communicating effectively. Being aware of one's own adverse tendencies can help prevent future conflicts before they escalate.
One technique discussed in the case study is engaging in one-on-one conversation. This approach helps to dispel miscommunication between two parties directly. Discussions about feelings and perceived offenses are important for both individuals involved. First, each party gains a better understanding of how their behavior impacts others within the workforce. Armed with this knowledge, the individual can increase their overall emotional intelligence and take corrective action to prevent recurrence. Second, communication builds a bond that can prove valuable during future conflicts or difficult discussions. Through open conversation, each party becomes more comfortable sharing their overall experiences. It is this comfort that allows both parties to communicate more effectively in the future.
"One-on-one discussion to reduce miscommunication"
Bullough, V. L., & Bullough, B. (1972). The emergence of modern nursing (2nd ed.).
Vivar, C. G. (2006). Putting conflict management into practice: A nursing case study. Journal of Nursing Management, 14, 201–206.
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