The Role of Conflict Management
Given the possibility of undesirable influences of conflict on teamwork, it is worthwhile for organizational heads to adopt strategies for the management and resolution of conflict. Coyne et al. (2015) identified the need for health officials to “work and institute norms and guidelines about how to handle conflict through embracing applicable conflict management strategy” (p. 185).
Once a conflict ensues, it should be confronted using the previously established conflict management strategies. This approach not only helps to lessen the harmful influences of conflict, especially its effects on team interrelation, but it also creates a healthy, open, and productive environment. An environment that is emotionally safe reduces tension between the teams and boosts the organizational outcomes.
The Role of Negotiation in Change Management
It is important to comprehend the changing context, i.e., the present-day organizational culture and the willingness to change. The nurse leader stipulates the change vision to reflect the desired state, does an evaluation, and forms the terms to promote change (Rogers et al., 2011). The leader comes up with a good conflict management plan that contains a description of and alternatives to situations likely to activate conflict.
In addition, building a STEMI coalition that includes ER physicians, EMS, patient and family, RNs, cardiologists, and other members could help bolster collaboration and communication during the conflict resolution process. Here, proficiency in negotiation is essential in order to win the support of the parties involved. It is also useful in building unity between individuals/teams with strained relationships. After obtaining each party’s standpoint on the conflict, what follows is engaging the stakeholders in identifying how the situation could be changed.
The Role of Manager/Leader in Conflict and Negotiation
The role entails coming up with the most acceptable path of action by both parties. The conflict resolution scheme identifies the advantages of various ideas in terms of benefits to the desired outcome. Jain et al. (2012) noted in their study that “offering timely emergency PCI with lowered DTB time demands rapid coordination of care ambulance staff, multiple physicians, nurses, and other hospital staff” (p. 1558). Therefore, major changes in a complex clinical system are necessary. When this course of action is agreed upon by both stakeholders, team-based action plans are established that enable the parties to work towards the common goal.
The importance of shorter D2B time in curbing STEMI patient mortality and morbidity cannot be underestimated. It is on this note that modifications on STEMI patient care, such as (1) activating the catheterization laboratory, (2) allowing the ED to activate the Cath lab whilst the patient is on transit to the hospital, and (3) promoting the Cath lab staff’s promptness in responding to emergent cases, among others, have been recommended (Wei Pan et al., 2012). Since STEMI patient care is much devolved, a step towards a unified patient care would be for the health officials to pinpoint the problem as a regional priority, gather all stakeholders, create a background of cooperation, avail sufficient funds and monitor outcomes (Greer, Saygi, Aaldering & de Dreu, 2012).
The Role of Power in Conflict, Negotiation, and Communication
Proper use of authority in planning, evaluation, and establishment of mechanisms that enhance cohesion and coherency among medical staff is key if interdisciplinary issues affecting the continuum of the patient’s stay are to be addressed. Optimizing the spirit of collaboration, expert open communication, efficient decision making, and meaningful appreciation of staff through informal meetings should be encouraged.
Positional power will be required to resolve potential conflicts, facilitate negotiation, and foster interprofessional communication. The project leader or manager can leverage on positional power to achieve the desired project goals and overcome challenges. In addition, expert power, which is associated with expertise in the project dynamics, can be used to direct the staff towards a particular strategic goal.
Helpful and Unhelpful Aspects of Conflicts
Conflicts indicate an underlying problem that needs to be resolved. The problem could be institutional or personnel-related. Therefore, workplace conflicts are useful indicators of problems or gaps that hamper productivity or derail project progress. Another helpful aspect of conflicts is that they trigger innovative ideas on how to circumvent future challenges. However, prolonged conflicts can stifle innovation, reduce staff morale, and kill innovation.
Potential Conflicts
Conflicts related to the implementation of evidence-based practice strategies to improve the D2B time in the STEMI patients may emanate from various sources. The nursing fraternity in the emergency department comprises of new, inexperienced nurses, and experienced nurses who should learn modern protocols. Thus, there exists an experience gap between the nurses who have been in the field longer and new nurses. In addition, the entire staff composition has a significant percentage of new members who are not versed in the prevailing hospital procedures. They also come with new methods of performing duties that may elicit mixed reactions from the old staff members.
Other bases for conflict may be role boundary issues, the lack of clear demarcation on scope of practice, competition for training opportunities, and responsibility overlaps (Patton, 2014). The scenarios may translate into delayed patient care and extended D2B time, which could lead to high mortality and poor patient outcome in STEMI patients.
Dealing with Potential Conflicts
The multi-professional nature of the practicum project calls for a robust conflict management strategy. As the project leader, I would employ an integrative approach involving professional conferences to facilitate the exchange of views and support harmonious collaboration. The approach will also provide a forum to exchange views and evidence-based interventions to resolve conflicts and provide a framework for conflict resolution. Therefore, a collaborative approach will be required to ensure a successful implementation of the project.
References
Coyne, C. J., Testa, N., Desai, S., Lagrone, J., Chang, R., Zheng, L.,…Kim, H. (2015). Evidence Based Practice Strategies to Reduce the Door-to-Balloon Time in STEMI (ST-Segment Elevation Myocardial Infarction) Patients. Western Journal of Emergency Medicine, 16(1), 184-9.
Greer, L. L., Saygi, O., Aaldering, H., & de Dreu C. K. (2012). Conflict in medical teams: opportunity or danger?. NCBI: PubMed, 46(10), 935-42.
Jain, S. K., Ismail, Y., Shaw, M., David, S., & Alexander, P. (2012). “Register and Roll”: A Novel Initiative to Improve First Door-to-Balloon Time in ST Elevation Myocardial Infarction. Cardiology Research and Practice, 1(1), 1-4.
Patton, C. (2014). Conflict in Health Care: A Literature Review. The Internet Journal of Healthcare Administration, 9(1), 1-11.
Rogers, D., Lingard, L., Boehler, M.L., Espin, S., Klingensmith, M., Mellinger,
J.D.,…Schindler, N. (2011). Teaching Operating Room Conflict Management to Surgeons: Clarifying the Optimal Approach. NCBI: PubMed, 45(9), 939-45.
Wei Pan, M., Chen, S., Chen, C., Chen, W., Chang, C., & Lin, C. (2012). Implementation of Multiple Strategies for Improved Door-to-Balloon Time in Patients with ST-Segment Elevation Myocardial Infarction. Springer Japan: Heart Vessels, 29(1), 142–148.