Workplace Conflict in Nursing: Causes, Stages, and Resolution Strategies

This paper explores the causes, stages, and resolution strategies of workplace conflict in nursing. It discusses a witnessed conflict in a care delivery setting and the four stages of conflict development. It also provides effective conflict resolution strategies such as addressing the issue privately, focusing on the problem, and using a mediator when needed.

Running Head: WORKPLACE CONFLICT
WORKPLACE CONFLICT
Name
Institution Affiliation

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Introduction
Conflict is a normal part of organizational processes. Just like other professionals,
nursing profession also has conflicts. Disputes among nurses may be caused by multiple factors
among them lack clear understanding, ineffective communication or personality differences.
Because modern organizations are made up of people with different attributes, conflicts may
arise especially where all the parties want to have their way by criticizing others or where
individual values differ. Although nurses have their core responsibility for ensuring the welfare
of patients, they may have different points of view (Chan, Sit & Lau, 2014). However,
collaborations need to be resolved before they escalate into a major crisis. Conflicts can be
resolved through collaboration approach. Conflict resolutions promote meaningful relationships
in the workplace. Collaboration is one of the most important skills that nurses need to have. Lack
of this critical skill may be a reason for various challenges in the nursing profession. This paper
explores among nurses in a care delivery setting.
Details about the Conflict
The conflict I experienced took place at Massachusetts General Hospital it was a case of
bullying that resulted in conflict. I was about my daily duties in the hospital. It happened that on
that day I had been posted on a different floor that I was not quite familiar with. I also learned
that several other nurses had been posted there the same day as well. I had been sent to the new
floor because of a large number of patients who wanted to be attended to. All the activities of
that particular hospital floor were overseen by a charge nurse named Lucy. Her role was
assigning patients to the nurses on duty. There was this middle thick Nurse named Anne who
was also new on the floor. She complained that she was being assigned more patients than other

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nurses on duty. Her patient caseload had about seven patients while other nurses had two or three
patients. She felt bullied by this and decided to confront the charge nurse who instead responded
rudely telling her to leave her workstation and go home if she was not willing to attend to clients.
The issue resulted in a bitter argument that almost resulted in her physical fight between the two.
While Ann argued that she had been picked on, the charge nurse maintained that that was how
the floor she was in charge operates. It meant that several other similar incidences were
occurring on a daily basis.
Although other nurses helped calm down the situation, Ann swore that she would never
work in that floor ever again. The incident had affected her emotionally, which was visible
through the gloomy face she wore most of that afternoon. The fact Anne swore to never work on
that floor and the fact that she remained gloomy throughout the afternoon that the conflict
occurred led me to believe that it was not resolved.
Stages of Conflict
Conflict stages
The development of conflict involves fours stages as described by Finkleman. These
stages include latent conflict, perceived conflict, felt conflict, manifest conflict and conflict
aftermath (Brown et al., 2011)
Latent conflict
This is usually the first stage in the development of conflict. This exists when individuals
have differences but not yet aware of an impending conflict. Some of the cause of conflict may
include lack of effective communication and competition caused inadequate resources (Elena &

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Becerro, 2012). This relates to my witnessed conflict in that the treatment of Anne differently
without a clear explanation created a scenario where a conflict could arise at any time.
Perceived Conflict
This second stage involves awareness of an existing conflict. At this stage, however, the
conflict is only felt by the parties but not discussed. Perception may affect the resolution of the
conflict (Barsky, 2014). Perception took place when Ann and the Charge realized that they had
some differences and before Anne’s decision to confront the Charge Nurse.
Felt Conflict
Under this stage individuals involved in a conflict become agitated or anxious because of the
conflict. It may lead to stress among the affected individuals. At this stage, individuals have the
choice of confronting the conflict or adopting an avoidance strategy. Avoidance, however, may
not be the best strategy because it postpones the problem rather than solving it( Finkelman &
Finkelman, 2012). t. Before deciding to confront the charge nurse, Anne must have been very
agitated by the fact that she was being treated unfairly. She could have chosen to avoid the
conflict, but because of the agitation and anxiety, she confronted it.
Manifest Conflict
Conflict at the manifest stage is open and observable. It occurs when people in conflict decide to
face each other either constructively or destructively (Siu, Laschinger & Finegan, 2008).
Constructive behavior in this stage may include seeking to find a solution to the conflict. On the
other hand, a destructive behavior includes the one adopted by Ann when she decided to confront
the Charge Nurse publicly.

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Delegation is said to have occurred when one person transfers the authority of performing
a task to another person. Delegation is a common practice in nursing. By assigning
responsibilities to other nurses, the charge nurse can be said to have delegated. The conflict
between the charge Nurse and Ann was therefore caused by delegation whereby Ann felt that she
was being mistreated by being delegated more duties than her co-nurses (Seren & Ustun, 2008).
This was an interpersonal conflict because it involved two people I .e Ann and the Charge nurse.
It was an interpersonal conflict touching on delegation. The charge nurse believed that she had
the overall authority of deciding what happens in the floor that she was in charge without being
questioned. On the other hand, Anne believed that she had the right not to be bullied.
Conflict resolution strategies
Unresolved conflicts can be detrimental to an organization’s relationships and productivity. It is
therefore important that any arising conflicts in the workplace are resolved in a timely and
effective manner (Keashly et al.,2011). The following are some of the strategies that can be used
to resolve workplace conflicts.
Addressing the issue privately
Conflicts are better resolved when handled as private affairs. Irrespective of where or
how a conflict took place its resolution should be handled privately (Brinkert, 2010). Private
resolution of conflicts makes it possible for all the parties to freely express themselves without
being victimized or having to worry about their safety.
Focusing on the Problem

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This is one of the most common problems made. It is expected that individuals will develop ill
feelings because of what they may consider as inappropriate actions taken by others (Shapiro &
Dempsey, 2008). Effective conflict resolution calls for a detachment of individuals from their
actions. Focusing on the issue at hand rather than the person makes the process more objective
and leads to the adoption of actions that better solves the problem.
Focusing on the future, not the past
This strategy stresses the importance of leaving behind what has caused a conflict. For
effective conflict resolution, it is important that focus is not shifted to the conflict that has just
happened, On the contrary, the focus should be on what the desired outcome for all parties
should be (Mahon & Nicotera, 2011). By focusing on the future, a positive environment is
established.
Use of a mediator when need be
In troublesome situations, where the resolution of the conflict between parties has proved
to be difficult, a neutral third party may be invited (Hillman, 2014). .However, the mediator must
be agreed upon by all the parties. Mediators remain objective and facilitate resolution of conflicts
by listening to both sides.
Thinking through a problem
Thinking through a problem can help avoid a destructive conflict approach. Thinking
through the problem means that a person who has been erred shares their ordeal with a close
confidant before confronting the person they have a conflict with (Cherry & Jacob,2016). By

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confining family members or close friends, they can get advice on how to deal with the situation
objectively
Dealing with the conflict
Conflict avoidance, although used by some people in the nursing profession is never the
best strategy to deal with conflict. It is always important that conflict is dealt with immediately it
occurs (Dewitty et al., 2009). This prevents any further stress on the affected individuals and
deals with any hunger and hostility that might have been caused by the conflict. Effective
conflict resolution promotes healthier and happier relationships.
Conclusion
In conclusion, workplace conflicts cannot be avoided, but they can be managed. Nurses
may be involved in conflicts because of several reasons such as the difference in personalities
and perceptions as well as different approaches towards dealing with their clients. With the
unavoidable nature of conflicts, it means that effective strategies must be established to facilitate
the resolution of conflicts. I have learned that avoidance of conflict is not the best strategy to
conflict resolution.
On the contrary, facing a conflict, head-on leads to a more satisfactory outcome. I have
also learned that effective conflict resolution requires a focus on the issue at hand instead of the
person involved. Also to a situation where parties are not able to arrive at a mutual conclusion,
they can involve a mediator. Some of the best practices that I have learned include resolving a
conflict privately, being future-oriented during conflict resolution and focusing on problems
instead of personalities. This paper is important in my leadership because it has equipped me
with the skills of dealing with workplace conflicts.

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