Discussion 2: Managing Conflict in the Workplace High-pressure environments, life-or-death implications, constant change, and long days of exhausting work … It is not surprising that conflicts arise in health care settings. In the fast-paced environment in which nurses work, small differences in decision making, processes, work ethic, and personal characteristics can quickly escalate As a nurse manager, you need to develop and model skills that effectively address conflict situations. Stephen Covey, author of The 7 Habits of Highly Effective People, offers sound advice that can be applied to conflict management and resolution. In Habit 4, Think Win-Win, Covey (2004) explains, “[m]any people think in terms of either/or: either you’re nice or you’re tough. Win-win requires that you be both. It is a balancing act between courage and consideration.” Ultimately, how you manage conflict in your setting will determine whether you foster an environment that breeds contempt or one that fosters growth. Conflict abounds in any workplace; it is a normal part of organizational life. Instead of avoiding or ignoring conflict, the role of the nurse manager is to coach employees through conflict situations and to exercise judgment on how and when to intervene. When managed effectively and focused on substantive issues, conflict can actually lead to better outcomes. However, when interpersonal conflicts go unaddressed, employee morale and engagement–two factors that can seriously impact quality of patient care—will dwindle. When nurse managers observe employees engaging in toxic or inappropriate workplace behaviors, they must prepare to give difficult feedback. Delivering difficult feedback can be challenging for nurse managers, as they must address employees in a way that is authoritative, supportive, and resolute. One strategy nurse managers can use to deliver difficult feedback is to employ the scripting framework. In this week’s Discussion, you gain experience with using the scripting framework to resolve a conflict situation that you have observed in your past or present workplace. To prepare Review this week’s Learning Resources, focusing on the various forms of conflict that can occur in the workplace. Consider the types of conflict, including bullying, horizontal violence, toxic and disruptive employees, misuse of social media, unbalanced power, harassment, and favoritism, that exist in your current organization or past place of employment. Select one type of conflict you have observed. How has conflict impacted your work environment? How have nurse mangers attempted to address conflict situations? Examine the six-step scripting framework for delivering difficult feedback in Chapter 7 of the course text, From Management to Leadership: Strategies for Transforming Health Care. Then, use this framework to script a conversation between you and the employee(s) involved in the conflict situation you selected. When drafting your script, reflect on how H.

1. Discussion 2: Managing Conflict in the Workplace
High-pressure environments, life-or-death implications,
constant change, and long days of exhausting work … It is not
surprising that conflicts arise in health care settings. In the fast-
paced environment in which nurses work, small differences in
decision making, processes, work ethic, and personal
characteristics can quickly escalate
As a nurse manager, you need to develop and model skills that
effectively address conflict situations. Stephen Covey, author of
The 7 Habits of Highly Effective People, offers sound advice
that can be applied to conflict management and resolution. In
Habit 4, Think Win-Win, Covey (2004) explains, “[m]any
people think in terms of either/or: either you’re nice or you’re
tough. Win-win requires that you be both. It is a balancing act
between courage and consideration.” Ultimately, how you
manage conflict in your setting will determine whether you
foster an environment that breeds contempt or one that fosters
growth.
Conflict abounds in any workplace; it is a normal part of
organizational life. Instead of avoiding or ignoring conflict, the
role of the nurse manager is to coach employees through
conflict situations and to exercise judgment on how and when to
intervene. When managed effectively and focused on
substantive issues, conflict can actually lead to better outcomes.
However, when interpersonal conflicts go unaddressed,
employee morale and engagement–two factors that can seriously
impact quality of patient care—will dwindle.
When nurse managers observe employees engaging in toxic or
inappropriate workplace behaviors, they must prepare to give
difficult feedback. Delivering difficult feedback can be
challenging for nurse managers, as they must address employees
in a way that is authoritative, supportive, and resolute. One

2. strategy nurse managers can use to deliver difficult feedback is
to employ the scripting framework. In this week’s Discussion,
you gain experience with using the scripting framework to
resolve a conflict situation that you have observed in your past
or present workplace.
To prepare
Review this week’s Learning Resources, focusing on the various
forms of conflict that can occur in the workplace.
Consider the types of conflict, including bullying, horizontal
violence, toxic and disruptive employees, misuse of social
media, unbalanced power, harassment, and favoritism, that exist
in your current organization or past place of employment.
Select one type of conflict you have observed. How has conflict
impacted your work environment? How have nurse mangers
attempted to address conflict situations?
Examine the six-step scripting framework for delivering
difficult feedback in Chapter 7 of the course text, From
Management to Leadership: Strategies for Transforming Health
Care. Then, use this framework to script a conversation between
you and the employee(s) involved in the conflict situation you
selected.
When drafting your script, reflect on how HR might be able to
help you in addressing this issue, both before you talk to this
employee and if the problem continues to exist.
Post a brief overview of the conflict you selected and how this
specific type of conflict has impacted the work environment.
Share the script you drafted and explain at least one way you
would enlist HR’s help in managing this situation. Support your
response by referencing authentic examples from the workplace
and the Learning Resources as applicable.

3. Read a selection of your colleagues’ responses.
Managing conflict effectively includes receiving feedback on
your own performance. As such, respond on or before Day 6 to
at least two of your colleagues on two different days using the
following approach:
Critically appraise the effectiveness of your colleague’s script
by placing yourself in the position of the employee receiving
this difficult feedback. How would you feel if a manager said
this to you? Would this conversation prompt you to change your
behavior? Why or why not? What strengths did the script have,
and where might clarification be needed?
Required Readings
Manion, J. (2011). From management to leadership: Strategies
for transforming health care (3rd ed.). San Francisco, CA:
Jossey-Bass.
Chapter 7, “Coaching and Developing Others” (pp. 339–341)
Review the scripting model on these pages. In this chapter,
Manion discusses motivation and explains how leaders can
make the most of it through coaching. She explains the leader’s
role, the coaching role, and the difference between coaching and
being a coach.
Alichnie, C. (2012). Social media and nursing. Pennsylvania
Nurse, 67(1), 3–10.
Retrieved from the Walden Library databases.
This article discusses the use of social media in nursing. The
author determines that social media can be a means to an end if
it’s used wisely, professionally, and within legal and ethical
boundaries.
Barrett, A., Piatek, C., Korber, S., & Padula, C. (2009). Lessons
learned from a lateral violence and team-building intervention.
Nursing Administration Quarterly, 33(4), 342–351.
Retrieved from the Walden Library databases.

4. This study focuses on nurse interaction in relation to lateral
violence. The authors conclude that the key to a cohesive work
environment is a nurse leader who is able to drive and sustain
change.
Barton, S. A., Alamri, M. S., Cella, D., Cherry, K. L., Curll, K.,
Hallman, B. D., et al. (2011). Dissolving clique behavior.
Nursing Management, 42(8), 32–37.
Retrieved from the Walden Library databases.
This article addresses clique behavior in health care settings.
The argument is that the current economic climate encourages
regression in health care workers.
Brinkert, R. (2010). A literature review of conflict
communication causes, costs, benefits and interventions in
nursing. Journal of Nursing Management, 18(2), 145–156.
Retrieved from the Walden Library databases.
The author assesses the effects of conflict communication on
nursing. The study concludes that conflict will always be a part
of nursing but that it can be mitigated if nurse managers use
employee-effective intervention methods.
Cronquist, R., & Spector, N. (2011). Nurses and social media:
Regulatory concerns and guidelines. Journal of Nursing
Regulation, 2(3), 37–40.
Retrieved from the Walden Library databases.
Cronquist and Spector’s article provides nurses with social
media guidelines. They also give the reader examples of what
happens when social media is used outside of professional,
legal, and ethical boundaries.
Greenlund, L. (2011). ED violence: Occupational hazard?
Nursing Management, 42(7), 28–32.
Retrieved from the Walden Library databases.
This article analyzes the effects of workplace violence on

5. hospitals’ productivity. Because workplace violence can be
costly, the author provides prevention methods.
Hader, R. (2009). Tweeting—not just for the birds. Nursing
Management, 40(12), 6.
Retrieved from the Walden Library databases.
This article focuses on what nurse leaders should do about
social media in the workplace. New leadership challenges have
risen because of this form of communication. Nurse leaders
need to ensure that their employees are not violating a patient’s
rights to privacy.
Issues & answers. Social media: Implications for nursing:
Nursing Practice Statement NP 85. (2011). Ohio Nurses Review,
86(2), 6–7.
Retrieved from the Walden Library databases
This article informs the reader about the laws and rules that
apply to nursing and social media. The authors take a stance on
the use of social media and list its benefits and drawbacks.
Kuhns, K. A. (2012). Social media and professional nursing:
Friend or foe? Pennsylvania Nurse, 67(1), 4–8.
Retrieved from the Walden Library databases.
Kuhn’s article introduces the reader to the many different types
of social media and argues that there is more to social media
than Facebook and Twitter. The article then goes on to discuss
the pros and cons of the use of social media in the workplace.
Macleod, L. (2011). Avoiding “group think”: A manage’s
challenge. Nursing Management, 42(10), 44–48.
Retrieved from the Walden Library databases.
Macleod’s article focuses on the increasing costs of health care.
He says that changes need to happen both within and outside of
health care settings for this change to be sustainable.
Robinson, M.-A. (2012). Closing perspectives: Navigating the
world of social media. Alberta RN, 67(6), 42.

6. Retrieved from the Walden Library databases.
Robinson’s article addresses the hesitation that many
organizations have with social networking. While there are
professional benefits, there are also risks and new challenges.