92 unit 2 | Working Within the Organization
Various pressures and demands in the workplace
generate problems and conflicts among people.
These conflicts can interfere with the ability to
work together. If the various polls and surveys
of nurses are correct, there seems to be an
increasing amount of hostility and unresolved
conflict experienced by nurses at work (Lazoritz
& Carlson, 2008; Siu, Laschinger, & Finegan,
2008;). Harassment from doctors, supervisors,
managers, and colleagues can be very stressful
(McVicar, 2003; Vivar, 2006). Consider Case 1,
which is the first of three in this chapter that will
be used to illustrate how to deal with problems
and conflicts.
Conflict
There are no conflict-free work groups (Van de
Vliert & Janssen, 2001). Small or large, conflicts are
a daily occurrence in the life of nurses (McElhaney,
1996), and they can interfere with getting work
done, as shown in Case 1.
Serious conflicts can be very stressful for the
people involved. Stress symptoms—such as diffi-
culty concentrating, anxiety, sleep disorders, and
withdrawal—or other interpersonal relationship
problems can occur. Bitterness, anger, and even vio-
lence can erupt in the workplace if conflicts are not
resolved.
Conflict also has a positive side, however. For
example, in the process of learning how to manage
conflict, people can develop more open, cooperative
ways of working together (Tjosvold & Tjosvold,
1995). They can begin to see each other as people
with similar needs, concerns, and dreams instead of
as competitors or blocks in the way of progress.
Being involved in successful conflict resolution can
be an empowering experience (Horton-Deutsch &
Wellman, 2002).
The goal in dealing with conflict is to create an
environment in which conflicts are dealt with in as
cooperative and constructive a manner as possible,
rather than in a competitive and destructive manner.Many Sources of Conflict
Why do conflicts occur? Health care brings people of
different ages, gender, income levels, ethnic groups,
educational levels, lifestyles, and professions together
for the purpose of restoring or maintaining people’sCase 1
Team A and Team B
Team A has stopped talking to Team B. If several members of Team A are out sick, no one on Team B will
help Team A with their work. Likewise, Team A members will not take telephone messages for anyone on
Team B. Instead, they ask the person to call back later. When members of the two teams pass each other in
the hall, they either glare at each other or turn away to avoid eye contact. Arguments erupt when members
of the two teams need the same computer terminal or another piece of equipment at the same time.
When a Team A nurse reached for a pulse oximeter at the same moment as a Team B nurse did,
the second nurse said, “You’ve been using that all morning.”
“I’ve got a lot of patients to monitor,” was the response.
“Oh, you think you’re the only one with work to do?”
“We take good care of our patients.”
“Are you saying we don’t?”
The nurses fell silent when the nurse manager entered the room.
“Is something the matter?” she asked. Both nurses shook their heads and left quickly.
“I’m not sure what’s going on here,” the nurse manager thought to herself, “but something’s wrong,
and I need to find out what it is right away.”
We will return to this case later as we discuss workplace problems and conflicts, their
sources, and how to resolve them.