A Brief Note On Effective Collaboration And Teamwork

Conflict results from real or perceived opposition to one’s values, actions, desires or general interests. Conflicts may occur internally or externally between individuals or groups; conflict within a team environment can cause frustration, and occasionally anger. However, conflict resolution can also often generate positive results for the team. Conflict management skills remain in demand; conflict may be managed successfully by reaching an agreement that satisfies the needs of both the individual(s) and the team as a whole

What is conflict? Even something as basic as a universal definition for the word conflict seems to vary from source to source. A literature review focusing on conflict defined it as “the interaction of interdependent people who perceive incompatibility and the possibility of interference from others as a result of this incompatibility” (Brinkert 2010). Often times the disagreement results not from a concrete difference, but rather a difference in perception (Ellis & Abbott 2012). One of the most important factors effecting conflict management is the resolution style used. The most often used tool for classifying how conflict is managed is the Thomas-Kilmann Conflict Mode Instrument (Iglesias & Vallejo 2012).

The potential for conflicts would consist of pointing fingers and judging without investigating. A person might already know who the employee is that started the problem and approach the person, unprofessionally. The process needs to be redefined and no one should be singled out as the culprit. Furthermore, a conflict may ignite if communication is not open. Hence, one person might feel an idea or strategy is not helpful to reach the goal. Although, good teamwork creates a positive environment. If there is a heated disagreement, it can lower the mood, and demotivate the rest of the team. However, according to Cheesebro, (2010) Conflict is healthy in certain situations, because it will bring a team together. Research has shown, employees who feel part of a strong team are happier and more productive. An acronym for team

Conflict is simply a disagreement or argument that can occur between two individual, groups of people in an organisation or between an employer and an employee.

There are two different types of conflicts that could happen in a work place which would be functional and dysfunctional. A functional conflicts is a healthy, constructive disagreement between a groups or individual. A dysfunctional conflict is an unhealthy disagreement that occurs among an individual or groups of employees. A functional conflict will leave employees on a positive note it would only bring awareness to both sides of the issue, improvement of working conditions due to accomplishing solution together, solving issues together to improve overall morale, and making innovation and improvements with an organization. A functional conflict is something everyone is known as a win-win conflict. A dysfunctional conflict stem from emotions and behavioral origins, will have a negative impact for both parties that are having the conflict and the company. Dysfunctional conflicts are commonly known as win-lose conflict (Lombardo, 2003). It is not good for you to try and avoid a work conflict, it only making problems bigger. Work conflicts often happens from communications errors such as poor information, no information and misinformation. Another reason why a work conflict could happen because of emotions. Work place conflicts could emerge in any number of forms but there are some general variety types of conflicts that are repeated on the basis such as conflicts with the boss, conflicts with peers, and

Team discussions include; barriers of care, individualized client education techniques, emotional support needed, facilitation of community referrals and resources, and needs of other health care professionals. According to Fewster-Thuente, “Effective nurse-physician collaboration is essential to superior patient care. The lack of effective collaboration has been cited as the root cause of over 70% of major medical errors (The Joint Commission, 2014). Stability of care provides the patient with safe, timely treatment and prevention of complications.

A full examination was done by the nurse practitioner from head to toe with a bed side ECG and

Patient G.M. is a four-year-old female from a middle class family living in San Diego. She originally presented with her mother and father to her general practitioner with lethargy and several vomiting episodes in the past few days. Her father stated concern after realizing her frequent urination in the past week. Her vital signs upon initial assessment were HR 140 RR 22 Temperature 102.7 degrees Fahrenheit, BP 70/62, O2 saturation 97%, 32 pounds, and 40 inches tall. Her General practitioner was concerned about type I diabetes and performed a blood sugar check. Upon assessment the monitor read HI, indicating that the level was above 500 and too high for the monitor to read. The doctor informed them she needed immediate treated in the closest pediatric ER due to the potential for diabetic ketoacidosis.

In analyzing this conflict it is clear that the doctor and nurse have a common goal and this is to ensure that the patient is taken care of. Both participants agree that the lab information is important but the doctor felt that it was not necessary to provide him with the information at that time of night whereas the nurse believed the information to be important enough to share at that moment. The nurse likely felt this way from a professional standpoint. “In healthcare, professional socialization regarding roles and responsibilities of various disciplines significantly contributes to many conflicts” (Sportsman, 2005, p. 36). An example of this would be the nurse being professionally obligated to report the abnormal lab values at the moment the information was received due to the professional obligation to the nurse practice act (Sportsman, 2005) whereas the physician coming from a medical culture wanted to have control of the situation by telling the nurse that he wanted to speak to the supervisor making it appear like once he did so this conflict would never arise again. This type intimidation and dominance is considered an ineffective method of conflict resolution

Conflicts may exist between physicians, between physicians and administrators, between physicians and staff, between staff and management, or even the patient or patient's family. Conflict may range

Conflict is pretty much inevitable when you work with others. Everyone have different viewpoints and under the right set of circumstances, those differences could pile up and escalate to conflict. How you handle that conflict determines whether it works to the team's advantage, or contributes to its disadvantage. Conflict isn't necessarily a terrible thing. Healthy and constructive conflict is a factor of high-functioning teams. Conflict arises because of the differences between people, the same differences that often make diverse teams more effective than those made up of people with similar experience. When people with varying viewpoints, experiences, skills, and opinions are tasked with a project or challenge, the combined effort can far surpass what any group of similar

The text book describes conflict as “a process that begins when one party perceives another party has or is about to negatively affect something the first party cares about.” There are different views on dealing with conflict. There is the traditional view that seeks to eliminate any conflict and the interaction group that seek to use conflict as a stepping stone to greater things. Conflict can arise in any situation and, following the managed conflict view, it is not necessarily something to be push under the table but something to

After further review of the case study, conflict management among team members needs to be addressed. Resolving conflict can often be like a constant balancing act among the opposing needs and interests; conflict can be unpleasant and stressful (Haraway & Haraway III, 2005). Conflict manage is essential for the success of healthcare organizations. Learning, as an organization, to constructively manage and succeed in conflict situations is a foundational construct of leadership and management (Ledlow, 2009). There are six different conflict styles: (1) accommodating, (2) avoiding, (3) collaborating, (4) competing, (5) compromising and (6) problem solving. After reading the case study, the surgical team is displaying conflict style of avoiding “potential disruption outweighs the benefits of resolution, gathering information supersedes immediate decision making, others can resolve the conflict more effectively and issues seem a result of other issues,” (Ledlow, 2009). Instead of going to the Physician Assistant, Nurse B should feel comfortable speaking to the surgeon with her questions and concerns.

Conflict is inescapable, having the ability to recognize, understand, and resolve conflicts are important in both personal and professional lives. Myatt (2012) states that conflict in the workplace is unavoidable; if left unresolved, workplace conflict may result in loss of productivity and the creation of barriers that can inhibit creativity, cooperation, and collaboration. It is vital to embrace conflict and address problems through effective conflict-resolution tactics because if not handled appropriately, conflict will escalate. “If not handled properly, conflict may significantly affect employee morale, increase turnover, and even result in litigation, ultimately affecting the overall well-being of

The initial visit with the pediatric nephrologist included lab work (CBC, CMP, Lipid Panel, U/A) and a comprehensive history. Although all the lab work came back normal, the nephrologist decided to order an echocardiogram and renal ultrasound, as well as an ambulatory blood pressure monitor for 24 hours.