Introduction
This reflective essay explores the critical topic of conflict within nursing management, a key area of study in my nursing course. Conflict is an inevitable aspect of healthcare settings due to diverse perspectives, high-pressure environments, and complex interpersonal dynamics. This paper aims to reflect on the theoretical knowledge I have gained about conflict management, integrate insights from my clinical experiences, and provide a personal reflection on how these lessons have shaped my understanding and professional growth. The essay will first discuss the theoretical frameworks of conflict in nursing management, followed by a reflection on a specific clinical experience involving conflict, and finally, an evaluation of my personal development in addressing such challenges. By combining academic learning with practical exposure, this reflection seeks to highlight the importance of effective conflict resolution in fostering a positive working environment and ensuring patient safety.
Theoretical Understanding of Conflict in Nursing Management
Conflict in nursing management often arises from differences in opinions, values, or goals among healthcare professionals, patients, and their families. According to Almost et al. (2016), conflict can be categorised into interpersonal, intragroup, and interorganisational levels, each presenting unique challenges in a clinical setting. Interpersonal conflict, for instance, may emerge between nurses or between nurses and other healthcare staff due to miscommunication or competing priorities. My course has emphasised the importance of identifying the root causes of conflict, which often include resource scarcity, role ambiguity, and emotional stress (Higazee, 2015). Understanding these underlying factors is crucial for effective resolution.
One theoretical framework that has informed my learning is the Thomas-Kilmann Conflict Mode Instrument (TKI), which identifies five conflict-handling styles: competing, collaborating, compromising, avoiding, and accommodating (Thomas and Kilmann, 1974, cited in Higazee, 2015). During my studies, I have come to appreciate the value of a collaborative approach, which seeks a win-win solution by encouraging open dialogue and mutual respect. However, I have also learned that not all conflicts can be resolved through collaboration; in some high-stakes situations, a competing style may be necessary to prioritise patient safety over personal differences. This nuanced understanding has equipped me with a flexible approach to conflict management, recognising that the context often dictates the most appropriate response.
Moreover, I have explored the impact of unresolved conflict on healthcare outcomes. Research indicates that persistent conflict within nursing teams can lead to decreased job satisfaction, increased stress, and even compromised patient care (Almost et al., 2016). This evidence underscores the need for proactive conflict resolution strategies, such as mediation and effective communication, which are integral to nursing management. While my academic learning has provided a sound foundation, I recognise that applying these theories in real-world scenarios is often more complex, as emotions and unforeseen variables come into play.
Clinical Experience: A Case of Conflict
During my clinical placement in a busy hospital ward, I encountered a significant instance of interpersonal conflict that tested my theoretical knowledge. The situation involved a disagreement between two staff nurses over the prioritisation of tasks during a particularly understaffed shift. Nurse A believed that administering medications to patients was the immediate priority, while Nurse B insisted on completing documentation to ensure accurate records for the incoming shift. The tension escalated quickly, with raised voices and visible frustration, creating an uncomfortable atmosphere on the ward. As a student nurse observing this interaction, I felt torn between maintaining neutrality and stepping in to de-escalate the situation.
Reflecting on this experience, I recognised elements of role ambiguity and resource scarcity as root causes, aligning with the theoretical insights from Higazee (2015). Both nurses were under immense pressure due to the staffing shortage, and their differing perspectives on task prioritisation highlighted a lack of clear communication. Initially, I hesitated to intervene, fearing that my inexperience might exacerbate the situation. However, drawing on my learning about the collaborative conflict-handling style, I tentatively suggested a brief timeout for both nurses to discuss their concerns privately. To my relief, they agreed, and after a short conversation, they compromised by splitting the tasks: Nurse A handled the medications while Nurse B focused on documentation, ensuring both priorities were addressed.
This experience taught me the value of applying theoretical knowledge practically, even as a novice. However, I also became aware of the limitations of my intervention. While the immediate conflict was resolved, I sensed lingering tension between the nurses, suggesting that deeper issues, perhaps related to trust or past interactions, remained unaddressed. This observation aligns with Almost et al. (2016), who note that superficial resolutions may fail to tackle underlying interpersonal dynamics, potentially leading to recurring conflicts. This clinical encounter highlighted the complexity of conflict management and the need for ongoing training in advanced communication skills.
Personal Reflection and Professional Growth
Reflecting on my learning journey and clinical experience, I have developed a deeper appreciation for the multifaceted nature of conflict in nursing management. Initially, I viewed conflict as inherently negative, something to be avoided at all costs. However, my studies and practical exposure have shifted my perspective; I now understand that conflict, when managed constructively, can lead to innovation, improved teamwork, and better decision-making (NHS Leadership Academy, 2019). This change in mindset has been pivotal in reducing my anxiety about workplace disagreements.
On a personal level, I have identified areas for improvement, particularly in building confidence to address conflict proactively. During the clinical incident described, my hesitation stemmed from a fear of overstepping boundaries as a student. Moving forward, I aim to develop assertiveness by engaging in role-playing exercises and seeking mentorship from experienced nurses. Furthermore, I plan to enhance my emotional intelligence, as the ability to empathise with others’ perspectives is central to effective conflict resolution (Goleman, 1995, cited in NHS Leadership Academy, 2019). For instance, understanding the stress both nurses were experiencing during the incident could have prompted me to offer more tailored support.
Additionally, this reflection has reinforced the importance of self-care in managing conflict. The emotional toll of witnessing or participating in disagreements can be significant, especially in high-pressure environments. I have since adopted stress management techniques, such as mindfulness, to maintain clarity and composure during challenging situations. Overall, my learning about conflict in nursing management has been transformative, equipping me with both theoretical insights and practical strategies to navigate professional challenges.
Conclusion
In conclusion, this reflective paper has examined the critical topic of conflict within nursing management, integrating theoretical knowledge from my course with insights from a clinical experience. The exploration of frameworks such as the Thomas-Kilmann Conflict Mode Instrument has provided a robust foundation for understanding conflict dynamics, while my practical encounter with interpersonal tension on a hospital ward highlighted the challenges and nuances of applying theory in real-time. Personal reflection has further revealed areas for growth, including the need for greater assertiveness and emotional intelligence. The implications of this learning are significant; effective conflict management is not only essential for maintaining harmonious working relationships but also for ensuring high-quality patient care. As I progress in my nursing career, I am committed to refining these skills, recognising that conflict, when approached thoughtfully, can be a catalyst for positive change. This reflective process has indeed been a valuable step in my professional development, preparing me for the complexities of nursing leadership.
References
- Almost, J., Wolff, A. C., Stewart-Pyne, A., McCormick, L. G., Strachan, D., and D’Souza, C. (2016) Managing and mitigating conflict in healthcare teams: An integrative review. Journal of Advanced Nursing, 72(7), pp. 1490-1505.
- Higazee, M. Z. A. (2015) Types and levels of conflicts experienced by nurses in the hospital settings. Health Science Journal, 9(6), pp. 1-7.
- NHS Leadership Academy (2019) Healthcare Leadership Model. NHS Leadership Academy.
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