This document describes a conflict situation that occurred in an emergency room between a charge nurse and unit clerk. The charge nurse suggested some nurses could go home early due to low patient volumes. The unit clerk wanted to go home but was delayed by the charge nurse. This led the unit clerk to loudly lash out at the charge nurse in an unprofessional manner. The document then analyzes the conflict, applying concepts like delegation, empowerment, and group dynamics. It proposes a six-step plan to resolve the conflict, including clarifying issues, establishing common goals, discussing solutions, and agreeing on responsibilities. Effective conflict resolution skills are important for nurse leaders to minimize workplace disruptions and build strong relationships.

1. Resolving Conflict and Promoting Collaboration.
Resolving Conflict and Promoting Collaboration. Instructions: Imagine that you are a
leadership consultant. Use your example of conflict in your professional practice (from
Week 4 Discussion 1: Conflict in the Workplace) and build on the readings, videos, and peer
input you received. Critically analyze the situation and create a plan that would have helped
to resolve the conflict and promote collaboration among the group. Your plan should
include a minimum of five scholarly references not counting assigned texts, and be 7 to 8
pages long (page count does not include the cover or references list).ORDER A
PLAGIARISM-FREE PAPER HEREReview your conflict scenario and include the following:
Comprehension: Review the details of the conflict scenario, identifying the type and effects
of the conflict. Application: Relate course content on delegation, empowerment, group
dynamics, and constructive group roles and behaviors to the identified conflict scenario.
Resolving Conflict and Promoting Collaboration. Analysis/Synthesis: Clarify understanding
of the internal and external variables contributing to the conflict. Create a plan that would
have helped to resolve the conflict and promote a high- functioning health care team.
Evaluation: Summarize the value of effective conflict- resolution skills for the nurse leader.
(I will include my conflict discussion as well as transcripts of the videos) I will send these as
email attachments to the email address. Resolving Conflict and Promoting
Collaboration.Resolving Conflict and Promoting CollaborationEvery individual has a
perspective and is capable of independent ideas that can be presented in a group setting.
Sometimes these perspectives can be considered offensive or can be opposed thereby
creating for conflict. The complexity of any group as a result of differences of interests,
opinions or perception can create conflicts. In fact, conflict is not uncommon in group/team
situations. Within any group, conflicts are not considered as possibilities, rather they are
perceived as realities and eventualities. They are inevitable and can be good for the team if
resolves in a professional manner to promote growth. If not well managed, conflicts have
the potential to hinder the team from achieving its objectives, not to talk of causing the team
to break down. If well managed, a conflict has the potential to enable the team to reach its
full potential. As members of health care teams, nurses can manage the conflicts within
their teams to ensure better collaboration (Mashall& Broome, 2017). The present analysis
explores a conflict situation and its causes, and suggests strategies for resolving the conflict.
Resolving Conflict and Promoting Collaboration.ComprehensionThe conflict situation
occurred in an emergency room care setting. Low patient volumes caused the charge nurse
to suggest that some of the nurses could go home early. However, one of the nurses who

2. sought to go home was constantly delayed by being told to wait. This caused her to ‘lash out’
at the charge nurse, using offensive language and failing to maintain the proper decorum by
speaking out in a loud voice. The charge nurse eventually allowed the nurse to leave
early.The presented situation describes an interpersonal/relational conflict since it
occurred in a workplace interaction where there was a perceived opposing viewpoints. The
charge nurse felt that enough nurses had gone home and the rest would have to wait to
guard against eventualities such as a sudden influx of patients. On the other hand, the nurse
felt that she was being targeted as others had been allowed to go home early and yet she
was constantly being delayed and told to wait even when there was no work to be done. The
conflict was a manifestation of the disagreement between the two. In addition, the conflict
was expressed verbally through a very obvious blowout in which the nurse loudly lashed
out at the charge nurse, accusing a direct superior of being lazy. Besides that, the nurse
lashing out was an indication of a lack of trust that a healthy and open discussion would
resolve the conflict (Erdenk&Altuntas, 2017; Bojeun, 2014). Resolving Conflict and
Promoting Collaboration.Although the conflict situation does not present the effects of the
conflict, they can be inferred. The first effect is reduced understanding of others at work.
The two conflicting parties failed to understand each other. The nurse did not understand
why the charge nurse failed to release her from work early. The second effect was poor
solution to the problem and additional challenges being derived. The charge nurse
eventually released the nurse from work after she had lashed out. However, the initial
conflict was not resolve so that there is a possibility of a strained relationship between the
two even in future interactions. In addition, the nurse’s attitude was not addressed as she
was very rude and disturbed the facility through her loud comments that disrespected her
superior/supervisor. The third effect was poor working relationship being experienced. The
conflict does not only affect the two, but affects the whole team through creating
perceptions about their personalities. Others could feel that the charge nurse is weak and
easily bullied, while the nurse would be perceived as rude and unprofessional thereby
creating poor working relationships. The fourth effect would be low team performance and
efficiency. The strained and poor working relationships make it difficult for the team
members to communicate and express themselves thus reducing their performance
(Bojeun, 2014). Resolving Conflict and Promoting Collaboration.ApplicationThe described
conflict situation offers some important insight into delegation, empowerment, group
dynamics, and constructive group behaviors. Firstly, it offers insight into the concept of
delegation. The charge nurse failed in delegating some of her responsibilities to free up time
to address the conflict. She should have invested more time in delegating, following up and
communicating. Even if she could not delegate, she should have followed up and
communicated with the nurse to explain why there was a delay in her early release.
Delegating would require the charge nurse to model the behaviors that the medical facility
needs in terms of actively managing the team, distributing accountability and responsibility,
and being specific about expected results. In addition, it requires them to helpthe team
members to get involved, work and learn together, provide constructive criticism/feedback,
and promote honest communication on problems. Through delegation, the charge nurse
would apply five steps: look into the situation; identify the issue and propose alternative

3. actions; examine the issues; take responsibility for actions; and take action (Black,
2016).Second, it offers insight into the concept of empowerment. Empowerment focuses on
mutual benefits and it entails releasing control to others to make decisions and choose the
outcomes. Empowerment would have required the two conflicting parties to relinquish
some power while gaining some power over the situation. In the present case,
empowerment required the charge nurse to release some control while the nurse seizes the
opportunity and takes control of the situation. The nurse would take the initiate and have
the desire to step in and make a decision in the best interest of all parties. The two of them
(charge nurse and nurse) must actively participate in releasing and gaining power, and be
proactive. Through this, the two would be enabled to think, act, behave and make decisions
in dependent ways. This would allow them to feel a sense of fulfilment and satisfaction
while increasing effectiveness and efficiency. These feelings increase productivity and
performance thereby positively influencing the workplace (Ellis & Bach, 2015). Resolving
Conflict and Promoting Collaboration.Thirdly, it offers insight into the concept of group
dynamics. To appropriately manage interpersonal conflict, the leader must recognize how
relationships within the team change and adapt the leadership style accordingly. Group
dynamics refers to the behaviors and attitudes of the team members. Although no two
groups are alike, it is expected for each leader to adapt the personal leadership style to
reflect the relationships and changes within the group. Positive and effective group
dynamics are vital, and leaders who understand group structure and behavior can use the
knowledge to guide the creation and management of productive and cohesive teams. The
charge nurse appears not to have had a good grasp of the group dynamics. She did not
understand the nurse’s personality and handle her thereby creating opportunities for
misunderstanding and the resultant conflict(Ellis & Bach, 2015). Resolving Conflict and
Promoting Collaboration.Finally, it offers insight into the concept ofconstructive group
behaviors. The team member are unavoidable different persons with different kinds of
personalities, skills, and knowledge. Each group members makes their own special
contribution to the groups. In this regard, their behaviors can either be constructive or
destructive. Constructive behaviors help the group to engage in action and accomplish the
desired results, while destructive behaviors hinder the group from accomplishing its goals.
Constructive behaviors include integrity, respect/empathy, passion and enthusiasm,
balanced role between leading and following, and collaboration. The discussion shows a
lack of respectand collaboration. The nurse did not respect the nurse and had no intention
of collaborating to resolve the issue(Ellis & Bach, 2015). Resolving Conflict and Promoting
Collaboration.Analysis/SynthesisAn analysis of the presented conflict case reveals that
there are four variables that contributed to the conflict. The first variable is individual
differences contributed to the conflict. The nurse had an aggressive personality while the
charge nurse was tolerant thus sparking the conflict. The second variable is dependence on
a common resource pool. The charge nurse proposed to release some nurses from work
thereby implying that some would remain at work. The nurses are a common resource tool
and some of them must be available to addressing the needs of the few patients who come
in seeking care. Many nurses wanted to go home, and a conflict was almost inevitable
because of those who wanted to leave work would be unable to do so. With scarce

4. resources, a zero-sum game exists in which some nurses win and go home while others
invariably lose and must stay at work. The third variable is status inconsistency. The charge
nurse is a superior/leader while the nurse is a subordinate. The charge nurse has the
responsibility of deciding whether some nurses can go home; who gets to go home and who
stays at work. These decisions affect how the nurses view the charge nurse’s fairness
irrespective of whether or not the decision was actually fair. The final variable was task
interdependencies. The charge nurse and nurse work together. The high task
interdependencies heightened the intensity of their relationship such that a small issue that
could have been quickly resolved degenerated into a major issue (Bojeun, 2014). Resolving
Conflict and Promoting Collaboration.There is a need to target the mentioned variables
when resolving the conflict. In fact, the conflict resolution can be broken down into six steps
that simplify the process. The first step is to clarify the nature of the disagreement. This
involves getting to the heart of the conflict by discussing with the parties which of their
needs were not met. A mutual understanding must be developed at this step to include
collecting comprehensive information on the conflict causes. The second step is to establish
a common objective for the conflicting parties. This requires that they agree on a desired
outcome in terms of what each party hopes to achieve and reaching a consensus that
satisfies them. The third step is to exhaustively discuss ways in which the agreed
commonality can be achieved. This step involves active listening, communication and
brainstorming together. The fourth step is to identify the hindrances to achieving the
common objective. Each conflicting party gets to talk about what would prevent the
conflict’s resolution. This allows for a proactive management that anticipates and handles
the barriers before or as they occur. The fifth step is to agree on a course of action to resolve
the conflict. This requires consensus on the parties’ responsibilities and the most
appropriate solution. The final step is to acknowledge the solution and determine each
party’s responsibilities in actualizing the solution (Ellis & Bach, 2015). Resolving Conflict
and Promoting Collaboration.EvaluationEffective conflict resolution skills are necessary for
turning conflict into an opportunity. Within the work environment, nurse leaders come into
contact with subordinate nurses with different opinions, attitudes and backgrounds. These
persons are expected to work together despite conflicts occurring. For nurse leaders, the
presence of effective conflict resolution skills achieves two objectives. Firstly, it reduces
disruptions in the workplace. Conflict creates tension that could easily spread from the
parties who were initially in conflict to other parties in the periphery. This could result in
reduce morale even as the workflow stalls. Nurse leaders with good skills can minimize the
disruptions and create a better working environment (Yoder-Wise, 2013). Secondly, it
garners strong relationships through reducing the friction that could damage relationships
if not well managed. The skills help the nurse leader to resolve the conflict in a respectful
and professional manner thereby enabling better collaborations and building stronger work
relationships. Besides the two objectives, these skills help in minimizing distractions,
enhancing collaboration, and saving money and time thereby creating a healthy work
environment (Johansen & Cadmus, 2016; Yoder-Wise, 2013). Resolving Conflict and
Promoting Collaboration.Week 5 Instructions/Rubric Imagine that you are a leadership
consultant.Use your example of conflict in your professional practice (from Week 4

5. Discussion 1: Conflict in the Workplace) (see below in Red) and build on the readings,
videos, and peer input you received.Critically analyze the situation and create a plan that
would have helped to resolve the conflict and promote collaboration among the group.Your
plan should include a minimum of five scholarly references not counting assigned texts, and
be 7 to 8 pages long (page count does not include the cover or references list). Review your
conflict scenario and include the following:Comprehension: Review the details of the
conflict scenario, identifying the type and effects of the conflict.Application: Relate course
content on delegation, empowerment, group dynamics, and constructive group roles and
behaviors to the identified conflict scenario.Analysis/Synthesis: Clarify understanding of
the internal and external variables contributing to the conflict. Create a plan that would
have helped to resolve the conflict and promote a high- functioning health care
team.Evaluation: Summarize the value of effective conflict- resolution skills for the nurse
leader. Resolving Conflict and Promoting Collaboration. Week 4 DiscussionThe example of
conflict that I am posting about happened recently in the emergency room where I
work. During the Covid outbreak we are noticing our census of regular sick patients to be
considerably lower than normal. Management has been trying to beef up staffing to safely
take care of our Covid patients as well as the normal day-to-day sick people, but sometimes
this can be challenging. We came on to shift with an unusually low census, just 3
patients. This was the case for a couple more hours. We were barely getting a single patient
an hour signing in. Around 9am, the Charge Nurse (I’ll call her Jackie) inquired to see if any
of the RN’s wanted to go home early, if possible, and was also calling oncoming staff to
cancel or push back their arrival time. Resolving Conflict and Promoting Collaboration.
During all this, the unit clerk (I’ll call Lisa) who sits next to Jackie, decided she would like to
go home. When she asked Jackie, she was told that it is possible, but too early to tell at the
moment, and would re-evaluate a little later. About an hour later, Lisa asked again and
Jackie’s reply was still, it’s too early to decide. Our census started to improve, but was still
on the light side. Another hour passed and Lisa started to get annoyed/mad that nurses
were being sent home but she was not and she was verbally venting this at a volume that
was heard by many people and patients. Jackie noticed Lisa’s emotions were starting to
escalate and then told her she would be able to go home after lunch breaks when the CNA
would take over the desk. Lisa was so wrapped up in her emotional state that she lashed out
at Jackie and yelled “Why can’t I just leave now?” “You just don’t want to do two jobs
because you are lazy”. She stomped around and continued to mumble under her breath how
displeased she is for several minutes. Jackie was able to keep her own emotions in check
and was able to recognize that the unit clerk was not able to calm down and listen to her
reason. This is when the charge nurse told her she can leave.The nurse definitely displayed
a lot of restraint and emotional competence. Emotional competence is necessary for
attaining effective leadership. Erdenk&Altuntas (2017), describes conflict as internal
disharmony between two or more people caused by difference in thinking, values and
emotion. This is an interpersonal or relational conflict between Jackie’s need for control as
a charge nurse with Lisa’s need for control, which are incompatible. Huber (2018), states
relational conflict over control issues develop when there is a clash between the needs for
control that one person has at a given time and the needs for control that others have at that

6. same time. Both want to be in control of the outcome. Jackie needs to be in control of the
staffing decisions in her department and Lisa wants to be in charge of herself. According to
(Beitler et al.), research findings show the importance of older employees in an
organization. Older people manage conflict better as compared to younger ones. With
Jackie being a little older, and having several kids of her own, helped her manage the
tantrum that Lisa was having and remained calm during the situation which was then
resolved. Resolving Conflict and Promoting Collaboration.