Resolving conflicts is an essential aspect of the nursing practice implying that it would be impossible to succeed in the field without the necessary skills and competencies to address the issue. Nurses at all levels encounter incidents that require effective management of teams, collaboration, and compromise. Thus from the family nurse to a nursing officer, all have to ensure instances of conflict resolution. If there is no amicable solution for resolving conflicts, there is the destruction of the morale, productivity, and fragmented teams. As a demonstration of the dangers of unresolved conflicts in the workplaces, organizations in the US lose $359 billion in productivity and lost time. A substantial amount of the funds is lost in the healthcare sector. Nurses at levels can apply several approaches in conflict resolution in the clinical settings. Nurses can embrace and accommodate other views so that members of the teams have an opportunity to express their concerns. Nurses can be compromising by identifying the resolution that is acceptable to both parties, although it needs not be entirely satisfactory for either of them. A sense of collaborating to grasp the concerns of other parties in the clinical setting is essential. The application of formal authority is vital for addressing the concerns of the parties in conflict.
I previously encountered an incident with my coworker about the management of a client’s confidential information. The debate got so heated that we had to involve our supervisor to reach an amicable solution on managing the passwords on systems about critical customer data. The experience was an essential insight about resolving issues with colleagues. I realized the importance of compromise and involving a third party where necessary to enhance patient outcomes.
Nurse leaders are critical guides in fast-changing and growing profession. The healthcare requirements in the US imply a high level of leadership must be visible. For example, the coronavirus pandemic has presented a myriad of nursing challenges requiring leadership in various dimensions. Nurse administrators, educators, mentors, researchers, and mentors are leaders who give direction at various levels in clinical settings. As leaders, nurses could employ various styles to assert the positive influence on the team members. Transformational leadership applies collaborative approaches to create a shared vision, inspiration, and encouragement to create the necessary change. Nurses who play the transformational leadership styles are open to new experiences driven by a high sense of creativity. Transformational leaders apply their charisma to communicate a clear vision to their team members. N the other hand, a democratic leadership style in nursing involves the members’ participation in driving the decision-making process. The participation of all indicates a sense of mutual respect, empowering the teams and supporting creativity in the clinical setting. Democratic leadership style implies that nurse leaders tolerate errors and support innovation to enhance productivity and meet clients’ expectations. Servant leadership style involves sharing power and empowering members with skills and competencies to perform to the best of their ability. L active listening, sharing power, and conceptualizing problems are vital areas in servant leadership.
I prefer the servant leadership approach in enhancing productivity in team activities. I believe that power should be shared to enhance independence in the decision-making process. In all the group activities, I head to apply the servant leadership approach to demonstrate to the members that no one has a monopoly of knowledge or ideas. I encourage my team members via actions to ensure that the members do the job well. However, aim always keen to adapt my leadership approaches to the circumstances in a clinical setting.