This document discusses nurse violence within work settings. It begins by defining violence as a state of disharmony between incompatible people, ideas, or interests. It then discusses the different types of violence nurses may encounter, including organizational, interpersonal, intrapersonal, and intersender violence. Some of the common causes of nurse violence mentioned include ineffective organizational systems, unpredictable policies, and poor communication. The document outlines five ways to address nurse violence: accommodation, avoidance, collaboration, compromise, and competition. It emphasizes that the goal in addressing violence should be to create a win-win solution.

1. Nurse Violence
Within
Work setting
KUFA UNIVERSITY / NURSING FACULTY
RN. Zainab Neamat Jumaah

3. -Introduction
You can't avoid violence in your life, at
home, at work, and even at play.
Wherever people interact, there is a
potential for violence.
Nursing is a profession that is based on
collaborative relationship with clients
and colleagues but, when two or more
people view issues from different
perspectives these relationships can be
compromised by violence.

4. the objectives of this seminar is to:
1. look at the concept of violence
2. types and causes of violence
3. effects and ways of addressing
violences.

5. Definition:
a state of dis-harmony between
incompatible or antithetical persons,
ideas, or interests; a clash.
A disagreement between individuals
who perceive a threat to
their needs, interests, and
or concerns

6. 2.0 Discussion
2.1 Violence process
The first stage in the process implies
the existence of antecedent condition
s, such as short staffing and other var
iables that make violence possible.

7. the second stage, perceived violence or
it substantive violence which is
intellectualized and often involves
issues and roles.
It is recognized logically and impersonal
ly by the person as occurring.
Sometimes violence can be resolved at t
his stage before it is
internalized or felt.

8. The third stage, felt violence, occurs
when the violence is emotionalized.
Felt emotions include hostility, fear,
mistrust, and anger. It is also called
.affective violence
the fourth stage, manifest violence,
otherwise known as overt violence,
action is taken. The action may be to
withdraw, compete, debate, or seek
violence resolution.

9. The final stage is violence aftermathTh
e aftermath may be more significant th
an the original violence if the violence h
as not been handled constructively.
There is always violence aftermath,posi
tive or negative.
If the violence is managed well, people
involved will believe their position was
given a fair hearing.
If the violence is managed poorly the vi
olence issues frequently remain and ma
y return later to cause more violence.

11. 2.2 Types of Violence
Some of the common violences
encountered in nursing includes:
a. Organizational violence
b. Interpersonal Violence
c. Intrapersonal violence
d. Intersender violence

12. 2.3 Causes of violences :
Ineffective organizational systems ,unp
redictable policies, incompatible goals,
scarce resources, and Poor communica
tion can all contribute to violence amon
g different parties in the workplace incl
uding the hospital settings.
Johnson, 2004. Maintains that, "cost contain
ment, restructuring of health care organizatio
ns, and competitions have given rise to increa
sed violence for nursing".

13. negative effects of unresolved violence:
-loss of productivity
-passive aggressive behaviors
-distractions
-increased stress
-employee dissatisfaction
-absenteeism
-job turnover
-litigation

14. 2.4.Ways of addressing violences
"Nurses must possess effective violence r
esolution skills to be able to function succ
essfully in the evolving health care system
". According to Baker, 1998.
On an individual level, violence resolution
is important for personal achievement.
On the organizational level, it is important
for the bottom line and overall success.

15. Based on a study by the American Mana
gement Association(AMA), it was found
that nursing managers now spend an av
erage of 20% of their time dealing with
violence and that violence management
skills are rated as being equally or sligh
tly more important than planning, com
munication, motivation, and decision
making (Mc Elhaney, 2006).

16. The optimal goal of addressing violence
is to create a win-win solution for all
involved.
the leader recognizes which violence
management or resolution strategy is
most appropriate for each situation.

17. The choice of the most appropriate strate
gy depends on many variables, such as :
- the situation itself
- the time urgency needed make the deci
sion
- the power and status to of the players
- the importance of the issue
- and the maturity of the people involved

18. Five basic ways of addressing
violences as suggested by Thomas
and Kilman in 1976 are as follows:
a. Accommodation
b. Avoidance
c. Collaboration
d. Compromise
e. Competition

19. a. Accommodation
Surrender one's own needs and wishes
to accommodate the other party.
It is the opposite of competing.
In accommodation, one party sacrifices
his or her belief and wants to allow the
other party to win.
The actual problem is not solved in this
win-lose situation.
The cooperating/accommodating often
collects I-owe-You from the other part
y that can be used at a later date.

20. b. Avoidance
In this strategy, the parties involved are
aware of a violence but choose not to ac
knowledge it attempt to resolve it. Avoi
dance may be indicated or in trivial disa
greements, when :

21. - the cost of dealing with the violence ex
ceeds the benefits of solving it
- when one party is more powerful than
the other
- when the problem should be solved by
people than you
- and when the problem will solve itself.

22. The greatest problem of using avoidance
is that the violence remains, often only
to reemerge at later time in an even mor
e exaggerated fashion.

23. c. Collaboration
is assertive and cooperative means of
violence resolution an that result in a
win-win solution.
In collaboration all parties set aside the
ir original goals and work together to
establish a common goal.
In doing so, all parties accept mutual
responsibility for reaching the common
goal.

24. True collaboration requires:
-mutual respect
-open and honest communication
-and equitable, shared decision-making
power.

25. d. Compromise
in compromising, each party gives up
something it wants.
Although many see compromise as an op
timum resolution strategy, antagonistic
cooperation may result in a lose- lose
situation because either or both parties
perceive they have given up more than
the other and may, therefore, feel
defeated.

26. For compromise not to result in lose-lose
situation, both parties must be willing to
give up something of equal value.
It is important that parties in violence
not adopt compromise prematurely if
collaboration could be feasible.

27. e. Competition
this approach is used when one party pur
sues what it wants at the expense of the
others.
Because only one party wins, the compet
ing party seeks the win regardless of the
cost to others.

28. Booth(1993) refers to this type of resol
ution as "forcing" because it imposes
one's preference on another.
Win-lose violence resolution strategies
leave the loser angry, frustrated, and
wanting to get even in the future.

29. 3.0 Conclusion
Usually, a group finds itself in violence
over facts, goals, methods or values.
It is critical that it properly identify the
type of violence it is experiencing if it
hopes to manage the violence through
to resolution.

30. The primary concern whenever there is
violence among nurses is the negative
effects it will create on the quality of
service given to the clients.

31. Violence that is managed effectively by
nurses can lead to personal and organiza
tional growth but if not managed
effectively, it can hinder nurses ability to
provide quality client care, and escalate
into violence and abuse.

32. Nurses who effectively deal with
violence demonstrate respect for their
clients, colleagues, and the nursing
profession.

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34. Thank you