NURSING LEADERSHIP

Nursing Leadership



Nursing Leadership

Part 1

Introduction

Initially, as a manager, I need to hear each protagonist in individual interviews and then assess whether a management decision can solve the problem. The conflict may be based on the allocation of mandates, defining the areas of power or matters of compensation, which will take me probably, want to change the distribution in each case. If it is a conflict of persons or values, my position as a manager is more difficult: I will then require taking part for one or the other. In this situation, it is better to use an outsider, a mediator, the dispute based on irrational factors. According to Didier Drowned, author of Managing Conflict: from confrontation to cooperation, we must first talk to people, taking into account their personality, some are very sociable and very methodical other such. Rationality belongs to everyone.

This mechanism is often developed in a team whose identity is not well established and where the notion of scapegoat strengthens the group's identity. If given a scapegoat is removed, another will surface in the following week. Tithe scapegoat is a group that the conflict may be at the firm level: an exhaust valve that diverts attention from other problems. If the concept of scape-goating continues, the manager must be able to act as arbitrator. A scapegoat is someone who is stronger or weaker than others, says Didier Drowned. The manager must blow the whistle off the games and be very clear about what is negotiable or not, the rules of life and respect for professional life. One can criticize the work but not the people. First one is characterized by managing their conflicts in a single way. On the contrary, each of us can use all five styles on different occasions. It is true that each person uses some ways more easily than others, leading us to develop skills and preferences for using certain styles.

Regarding the second question, the most appropriate way to resolve a conflict when it all depends on each specific context. In this regard, the authors Thomas-Kilmann model developed a list of different uses for each mode from lists drawn up by chief executives (Gopee and Galloway 2009, p. 95). We saw that the collaborative style is one in which we try to defend our interests and of all persons involved in the conflict. This style is most effective in cases where we need to seek an integrated solution for the interests of all parties are so important that accept no compromise. It is also useful when it is important that all parties learn and combine their different views and perspectives. It is also highly recommended as some of the conflict parties pending harbor resentment as a result of previous conflicts.

The competitive style corresponds to that in which the interests of other parties and we limit ourselves to defend our own. At first glance it may seem very competitive, very aggressive and inappropriate if we defend values such as solidarity or ...