The conflict scenario involves the lead nurse and the hospital administrator on prioritizing expenditure in fall management equipment and training of nurses. The administrator feels that larger share of the expenditure should be allocated to fall prevention equipment while the lead nurse is of the opinion that equal allocation should be followed.
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Under the Win-win approach, the conversation will be steered towards establishing a middle ground between the demands of the lead nurse and the administrator’s premise for preferring higher expenditure on equipment than on training. The win-win approach will create an environment for negotiation involving give and take process that satisfies both parties (Stephenson, 2013). The creative response approach would involve convincing the lead nurse and the hospital administrator to provide rationale for their preferences from which an agreeable solution would arrive at. In this case, if it possible to have another allocation in the next financial year, either of the parties may be allowed to have their way with an agreement that the next allocation would favor the compromising party. Through this approach, it is easy to transform the underlying challenges into benefits for the hospital. Through empathy, it would be reasonable to create a systematic communication channel to provide the rationale and the most cost-effective solution to the current challenges (Kulbok, Thatcher, Park, & Meszaros, 2014). For instance, it would be practical to create an encoding and decoding channel to establish mutual understanding between the parties.
In applying appropriate assertiveness, it would be practical to draw and review the expenditure plan of the hospital and current goals or development of strategies to steer clear of personal opinion or prejudice. This would reassure the conflicting parties that the interest of the hospital is above their personal opinions. Co-operative power approach would replace the hierarchal authority as the basis for making a decision to a more consultative and inclusive negotiation plan between the lead nurse and the administrator. This approach will straighten the route to cooperation in decision making void of differences that can compromise the outcome (Kulbok et al., 2014). Though complex, managing emotions in this scenario will create an environment for the two parties to express their concerns and rationale for each stand in a proactive manner to arrive at an agreeable solution in the best interest of the hospital.
Willingness to resolve step would create an ideal decision making approach based on professional reasoning between the lead nurse and the administrator. For instance, it would be prudent to identify personal reasons why the nurse and the administrator have a varied opinion to identify a middle ground for a proactive solution. It would be prudent to create a list of immediate needs within the fall prevention environment to prioritize the current and future expenditure to map the conflict (Stephenson, 2013). Besides, it would be necessary to establish the management vision and strategies to create middle for expenditure allocation that is satisfactory for the two parties.
The options that might be created include equal expenditure allocation for the equipment and training, suspension of certain requirements to future expenditure, and creating a compromising ground that is satisfactory to either of the parties. In creating a negotiation plan, the lead nurse and the administrator will be advised to steer clear of prejudices, personal opinions, and face value judgment (Hollier, Murray, & Cornelius, 2015). Besides, the negation plan will be conducted in a warm environment that considers a compact encoding and decoding channel of communication for constructive decision making.
Through open and proactive approach to the negotiation, each party is made to feel included and equal in making contribution (Hollier et al., 2015). However, it is very important to broaden the perspectives such as professional needs identified by the lead nurse and the management strategies identified by the administrator. Balancing these perspectives in terms of priority and costing would create a solution that is satisfactory to the two parties.
Hollier, F., Murray, K., & Cornelius, H. (2015). Conflict resolution trainer manual: 12 skills. Web.
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Kulbok, P., Thatcher, E., Park, E., & Meszaros, P. (2014). Evolving public health nursing roles: Focus on community participatory health promotion and prevention. The Online Journal of the American Nurses Association, 17(2), 12-38.
Stephenson, M.O. (2013). Considering the relationship among social conflict, social imaginaries, resilience, and community-based organization leadership. Ecology and Society, 16(1), 1-3.