Conflict and stress in the workplace appear to be a fact in life. In most workplaces, there are instances where different people with varying opinions and needs enter into an argument leading to conflict (Titov et al., 2018). As shown in the situation, the two medical providers argue because of varying opinions on speaking with a patient in a coma. Therefore, this paper will address the negative effects of conflict, how the providers should have behaved, and how the situation should have been handled.
The Negative Effects of Conflict and Stress
Conflict and stress can have negative effects on both an individual and an organization. From an individual perspective, conflict and stress can result in misjudgment, low self-esteem, burnout, and unnecessary arguments (Titov et al., 2018). In addition, when conflict and stress escalate without meditation, an individual is likely to experience psychological issues. For instance, the chief resident misjudged the actions of the nurse practitioner addressing the patient even though he was in a coma. From an organizational perspective, conflict and stress result in decreased productivity, a rift among employees, and increased employee turnover (Titov et al., 2018). Conflict and stress cause employees to focus less on the core goals they are tasked with achieving.
How Should the Characters Have Behaved?
Both the nurse practitioner and chief resident should have behaved differently for the employees to experience less stress. First, the chief resident should have used a respectful tone rather than a condescending tone. A respectful tone improves communication quality and communicates kindness and gratitude to the audience (McKibben, 2017). The chief resident should have engaged the nurse practitioner in the absence of other residents. Second, the nurse practitioner should have used a diversionary tactic by introducing another concept into the conversation (McKibben, 2017). For instance, the nurse could have brought an interesting story to attract the attention of everyone in the room. The nurse should have refrained from responding to everything the chief resident was saying.
My Next Steps as a Nurse Practitioner and Chief Resident
In this situation, both the nurse practitioner and chief resident have a role in ending the tension. If I were the nurse practitioner, my next step would be to calm down and accept the reality of the conflict. Next, I would plan to deal with the issue by talking with the chief resident before the tension culminates to something unbearable between us. I would look for an environment where we can talk and calm the tension. If I were the chief resident, I would go to a quiet place and reflect on the situation to understand the cause of the tension. Then, I would attempt to understand the mistakes that I committed that could have spurred the tension. After this, I would think about how to reach out to the nurse to end the feud.
My Thoughts on How the Situation Should Have Been Handled
The main cause of the problem witnessed in the situation is ineffective communication between the two parties. The chief resident should have applied appropriate communication skills when presenting concerns to the nurse. On the other hand, the nurse practitioner should have listened more to the chief resident before responding to the statements. Based on this, organizational factors that need to be explored are communication and collaboration. The medical staff should strive to work together and avoid a confrontation that leads to tension.
Conclusion
Workplace conflict and stress appear to be an unavoidable part of life. There are times in most workplaces when people with differing perspectives and needs get into an argument, resulting in conflict. As depicted in the situation, the two medical experts got into a fight over their differing perspectives on speaking with a coma patient. Based on this, there is a need to explore the communication and collaboration of the providers.
References
McKibben, L. (2017). Conflict management: importance and implications. British Journal of Nursing, 26(2), 100-103.
Titov, E., Virovere, A., & Kuimet, K. (2018). Conflict in Organization: Indicator for Organizational Values. Organizational conflict, 19-36. 10.5772/intechopen.75496.