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chapter 7 | Dealing With Problems and Conflicts 97 CikguOnline
and that her actions to resolve the conflict clearly. Acknowledging these emotions is
would be supported by administration. essential to negotiating effectively (Fiumano,
3. What problems am I likely to encounter? The nurse 2005). When faced with a highly charged
manager knew that she had allowed the problem situation, do not respond with added emotion.
to go on too long. Even physicians, social work- Take time out if you need to get your own
ers, and visitors to the unit were getting caught feelings under control. Then find out why
up in the conflict.Team members were actively emotions are high (watch both verbal and
encouraging other staff to take sides, making clear nonverbal cues carefully) (Hart & Waisman,
they thought that “if you’re not with us, you’re 2005), and refocus the discussion on the issues
against us.”This made people from other depart- (Shapiro & Jankowski, 1998). Without effective
ments very uncomfortable because they had to leadership to prevent emotional outbursts and
work with both teams.The nurse manager knew personal attacks, a mishandled negotiation can
that resolution of the conflict would be a relief to worsen a situation. With effective leadership,
many people. It is important to ask one additional the conflict may be resolved (Box 7-3).
question in preparation for negotiations: 2. Set ground rules. Members of Teams A and B
4. What does the other side want? In this situation, began flinging accusations at each other as soon
the nurse manager was not certain what either as the nurse manager made her statement.The
team really wanted. She realized that she nurse manager stopped this quickly and said,
needed this information before she could begin “First, we need to set some ground rules for this
to negotiate. discussion. Everyone will get a chance to speak
but not all at once. Please speak for yourself, not
Set the Stage for others. And please do not make personal
When a conflict such as the one between Teams A remarks or criticize your coworkers. We are here
and B has gone on for some time, the opposing to resolve this problem, not to make it worse.”
sides are often unwilling to meet to discuss the She had to remind the group of these ground
problem. If this occurs, it may be necessary to con- rules several times during the meeting.Teaching
front them with direct statements designed to open others how to negotiate can create a more col-
communications between the two sides to chal- laborative environment in which the negotiation
lenge them to seek resolution of the situation. will take place (Schwartz & Pogge, 2000).
At the same time, it is important to avoid any 3. Clarification of the problem. The nurse man-
implication of blame because this provokes defen- ager wrote a list of problems raised by team
siveness rather than willingness to change. members on a chalkboard. As the list grew
To confront Teams A and B with their behavior longer, she asked the group, “What do you
toward one another, the nurse manager called them
together at the end of the day shift.“I am very con-
cerned about what I have been observing lately,” box 7-3
she told them. “It appears to me that instead of Tips for Leading the Discussion
working together, our two teams are working
• Create a climate of comfort.
against each other.” She continued with some • Let others know the purpose is to resolve a problem or
examples of what she had observed, taking care not conflict.
to mention names or blame anyone for the prob- • Freely admit your own contribution to the problem.
lem.She was also prepared to take responsibility for • Begin with the presentation of facts.
• Recognize your own emotional response to the situation.
having allowed the situation to deteriorate before
• Set ground rules.
taking this much-needed action. • Do not make personal remarks.
• Avoid placing blame.
Conduct the Negotiation • Allow each person an opportunity to speak.
• Do speak for yourself but not for others.
As indicated earlier, conducting a negotiation • Focus on solutions.
requires a great deal of skill. • Keep an open mind.
Adapted from Patterson, K., Grenny, J., McMillan, R., & Surtzler, A. (18 March
1. Manage the emotions. When staff members
2003). Crucial conversations: Making a difference between being healed
are very emotional, they have trouble thinking and being seriously hurt. Vital Signs, 13(5), 14–15.