Conflict Resolution Of The Workplace

On March 2, 2016 at approximately 2013 hours Security Officer Tom Mejia and Shift Supervisor Steven Evans responded to dispatched call for a 51D (Disorderly Patient in ED) to Emergency Room #42. It was reported that the patient was intoxicated and was attempting to leave. On arrival, E.D. Registered Nurse Camila Perez explained that the patient, Ms. Shayna Patkotak (FIN: #85305794) was indeed intoxicated and was wanting to leave but she was back in her room. Ms. Shayna was verbal about wanting to leave and smoke but the medical staff was able to get her to comply with them. Security stood by while the medical staff attended to her. We did not have to go hands on and there were no injuries to the staff during this incident. All cleared, nothing

The Intermediate Level Care unit, an intensive care unit, is a unit that specializes in long term chronic illness, most of the patients were on ventilators and required large amount of resources. I was working the night shift and was the charge nurse due to call offs. It was only my third week in the unit, when I received an order for a terminal wean. The patient had a chronic illness and had been on a ventilator for the past six weeks and did not show any signs of improvement; in fact, every time the weaning process would begin, it would have to be discontinued due to the patient’s oxygen saturation levels dropping which in turn caused the patient to struggle to breath. I was okay with the order and knew the patient would be more comfortable with morphine infusing. The night was going well until I received a phone call from the patient’s family. Initially they decided to go home and asked to be contacted when the patient had passed. During the phone call, they inquired if they would be permitted to return to the hospital so that they could be with their father throughout the process. Up until this point, I had never been asked that question. I told them they were more than welcome to return to the hospital and sit beside their father until he passed. The order I had was to titrate the morphine to patients comfort level. The family arrived and very quietly sat in the room holding the

The business world is highly competitive from every perspective; competition for office space, virtual space, markets, customers, clients and with colleagues. It is the responsibility of people working together in their day to day business transactions to have finely tuned interpersonal skills, knowledge and experience to ensure that they achieve the best possible outcomes for themselves and their employers. In environments such as these, conflicts, arguments and disagreements occur as part of people’s working lives. Conflicts in the workplace may lead to unhappiness for those in the conflict and of course, this will impact on their own professional performance. These conflicts create so many other problems, not just for the people who are in conflict, but also for their colleagues. Effective conflict resolution and management are therefore paramount for people to be able to solve their workplace differences so that they may enjoy their work personally and professionally. Apart from that, understanding and recognizing positive and negative disputes in the workplace is a significant part of being a well-organized manager. It also improves positive efficiency, receptiveness, and effectiveness in attaining goals. This essay will discuss the causes of conflict in the workplace, importance of resolving workplace conflict, how to deal with workplace conflict include poor communication and competition. It also argue interpersonal skills

Conflict is a fact in any relationship including the work area. Still, it is important to emphasize that some conflicts should not be seen as good or bad, they are just differences. Many times when there are disagreements between players these issues are left on the table without giving much emphasis. Unfortunately some of these conflicts have reached a level that ends in a physical altercation. When things get out of proportion, the sports psychologist is called in to intervene as a third party to mediate the situation. This process can take weeks. This paper attempts to raise awareness to owners of The Sluggers baseball team, their coordinators, managers and coaches, and provide them

Upon arrival to the unit, there were 2 nurses running down the 7-side hallway. The majority of staff members were gathered at the front desk. I saw Michael, SWAT RN enter the unit. I walked down the hallway to receive report when I was immediately asked to print out lab labels and zebra labels by SWAT. Respiratory Therapy was also looking for the primary overnight nurse or charge nurse to assist with obtaining an ABG. I offered my assistance because the patient looked terrible and was clearly fighting the needle sticks, which was putting both RT and SWAT in danger. I then realized this was my patient, only after looking at the assignment once blood work was sent off. During the chaos, I was told by the primary overnight nurse that she would fill me in when I was “ready” and that she had charting to do. The overnight nurse for this patient never once re-entered the room during this emergency at change of shift. The patient decompensated quickly and was escalated from NRB mask to bipap. Work of breathing worsened, anesthesia was called and MICU resident came to bedside to assess patient. During this time, the charge nurse stated that I needed to get report on all my patients. At this time, around 0800, I told primary nurse that she should be the one calling over report due to the fact that I still hadn’t even received a summarized report on this

An emergency situation I want to discuss occurred during my shift at work with a patient last year. I was hired as a new graduate registered nurse with absolutely no previous experience in any clinical setting. I had only 6 weeks on the medical surgical floor and I encountered a patient who came in to the hospital due to having epigastric pain and indigestion. The patient was a female who complained of pain after having a large meal during dinner. The patient confirmed that this has happened before, but the pain was not subsiding as usual with her tums. Not long after admission the patient looked ill, so I communicated the issue with a resident on the floor in charge of the patients care, but the resident was not concerned or in a rush. I had a bad feeling about the patient so I requested a rapid response team and a 12 lead.

I made the mistake of confronting the nurse in the room and in front of the patient because I was very upset that they risked a respiratory arrest for transfer ease. I asked the nurse, “What made you think that this mode of oxygenation was acceptable for transfer when in report other oxygen delivery was being used?” The question was not very well received and I was informed that the respiratory lead instructed her that this mode of transportation was acceptable. The conflict escalated from that point due to the fact that I had stated in return, “obviously you can see that it was not acceptable and it’s your job to be an advocate for this patient, I know that you have access to portable ventilators because we use them all the time.” Matters only deteriorated further when co-workers of mine decided to become flippant with them on their way out as well. Co-workers were saying that I grew into my ICU skin that night and had become a true ICU nurse. The humiliation that the emergency room nurse was now facing grew exponentially at that point and I felt terrible as well, not realizing that everyone had heard what had transpired because the unit was so quiet and the patient status had drawn so much attention.

* People react to conflict with violence (yelling and placing blame) and silence (agreeing with things they don’t agree with and shutting down communication).

T he four levels of conflict in the workplace and the explanation of the traditional, behavioural and interactionist views of conflict are identified. C onflicts are classified using two approaches: First, they are grouped into relationship and task conflicts. Second, they are categorised by

If you search the word conflict in the dictionary, you are likely to find plenty of negative connotations. Many explain conflict as: coming to collision or a disagreement; clash; contention; controversy; fighting or quarreling, states Random House (1975). As these definitions are negative in nature, most people tend to withdraw when they enter an arena with conflict.

In the contention of viewing conflict as whether undesirable phenomenon or not, it has been widely accepted that the presence of conflict in the workplace is inevitable. According to Rahim (2002, p. 207), conflict could be define as “an interactive process manifested in incompatibility, disagreement, or dissonance within or between social entities.” As this conflict occurs in the workplace, the existence of conflict is not only limited between people in an organisation, but it is also occurred between organisations, where it involves employees, employers, managers, units or departments. While several research focused to identify the source and analyse the amount of conflict at interpersonal, intra-group and intra-group levels, the others also examine the various styles of managing conflict in the workplace. However, workplace conflict could be caused by different influencing factors, which have been addressed into several main themes by conflict management scholars. In carrying out the studies, many of them differentiated workplace conflict into two types. First, affective conflict or relationship conflict or emotional conflict which usually engage incompatible feelings and emotions; and second, task conflict or substantive conflict or cognitive conflict which usually emerge disagreements on job content issues (Riaz & Junaid 2011). Examining influencing factors that causes these types of conflict and determining the style to effectively manage the conflict are considerably

Conflict is inevitable, be it in the workplace or outside the work place. The reason is that people are from diverse backgrounds and thus have different ideas and opinions. In the workplace, employees are expected to work together towards achieving the company’s goals. The management needs to find ways to resolve conflicts that may arise so as to ensure that there is increased production. Conflict management is important and it entails being able to identify and handle conflicts in a manner that is sensible, fair and efficient. The five conflict styles according to Kenneth W. Thomas and Ralph H. Kilmann are accommodation, avoidance, collaboration, competition and compromise, (Schneider & Brown 2013).

Conflict is a natural part of human existence. It occurs in just about any environment and the workplace is no exception. Conflicts arise when there is a difference of opinion between two or more persons (Cohen, 2014). Workplace conflicts can be difficult to resolve, however, unresolved conflicts can result in poor interpersonal relationships, compromise employee loyalty, and even jeopardize quality and safety (Bowers & Ferron, 2014). While unresolved conflicts may have deleterious effects on the work environment, healthy conflict resolution can lead to creativity and growth (Bowers & Ferron, 2014). One of the main sources of conflict between employees, supervisors, and the human resource (HR) department is poor communication.

For many decades now, managers have been exploring the aspects of conflict within the workplace. Conflict can arise from many components of the workplace but if managed correctly, conflict can have a positive output. In 1994 the new development of strategic negotiation framework by Walton and his colleagues was completed. The aim of the framework was to adopt employment relation strategies that minimised conflict among the workplace. According to Sarina and Wright, 2015”the strategic negotiations framework offers significant utility for understanding the strategic choices and institutional constraints faced by management in pursuing various employment relations strategies”.

Sometimes organizations find themselves stuck in a conflict for various reasons; opponents character, their perception of the conflict, the way we respond to the conflict, peoples nature, whose fault is it, what ought to be done about it and people's expectations and assumptions in the workplace. Almost every aspect of life creates conflicts and disagreement at some point, but a set of ideas, attitudes values expectations and assumptions, influence the way people respond to the conflict. Conflicts from previous experiences should be used to settle on how to curb unanticipated conflicts (Wagner 2009).