Читать книгу Toxic Nursing, 2nd Ed - Cheryl Dellasega - Страница 12

Conflict in the workplace—which can be transient or ongoing, intense or mild, personal or professional, and overt or covert—challenges nurse leaders, particularly on the management level of administration. Although few managers receive education on conflict resolution, most confront it on a daily basis in one form or another.

Conflict exists on many levels and for many reasons. Tension may trickle down from the top or bubble up from below, and while it is individually defined, a nurse manager must have the capacity to handle conflicts that can create a toxic work environment. Johansen (2012) links the ability of nurse managers to address inter- and intra-personal stress among coworkers with the quality of patient care.

Valentine (1995) found that nurse managers often rely on “compromise” to address conflict. I maintain that a range of skills is required to fully address nursing conflicts and the adverse outcomes that can result. Communication (real-time and virtual), problem-solving, support measures, reframing, education, and awareness raising—as well as assessment, consultation, and collaboration—are all behaviors identified by experts as key across different areas of conflict.

Although intended for nurse managers specifically, it is my hope that nurses in other positions will find the content in this book useful. Continued personal and professional growth and improvement lead to a goal valued by all nurses: the best possible patient care.