chapter 7 | Dealing With Problems and Conflicts 93health. Some conflicts are focused on issues related to
the work being done; these are task-related conflicts.
Others are primarily related to personal and social
issues; these are relationship conflicts ( Jordan &
Troth, 2004). Differences of opinion over how to best
accomplish this goal are a normal part of working
with people of various skill levels and backgrounds
(Wenckus, 1995). In addition, the workplace itself
can be a generator of conflict. Following are some
of the most common reasons why conflict occurs in
the workplace.
Power Plays and Competition
Between Groups
Nurse-physician relationships are frequent sources
of conflicts (Vivar, 2006). The most common prob-
lem is disrespect, but sarcasm, finger pointing,
throwing things, inappropriate language, and
demeaning remarks also occur (Lazoritz &
Carlson, 2008). Disagreements over professional
“territory” can occur in any setting. Nurse practi-
tioners and physicians may disagree over limita-
tions on nurse practitioner independence. Bullying
involves behavior intended to exert power over
another person. Physician dominance and authori-
tarian management may create an environment in
which bullying occurs.
In some settings nurses feel powerless, trapped by
the demands of the tasks they must complete and
frustrated that they cannot provide quality care
(Ramos, 2006). Union-management conflicts occur
regularly in some workplaces. Gender-based conflicts,
including equal pay for women and sexual harassment
issues, are other examples (Ehrlich, 1995).
Increased Workload
Emphasis on cost reductions has resulted in work
intensif ication, a situation in which employees
are required to do more in less time (Willis,
Taffoli, Henderson, & Walter, 2008). Common
examples are skipping lunch and unpaid over-
time. This leaves many health-care workers
believing that their employers are taking advan-
tage of them (Ketter, 1994) and causes conflict if
they believe others are not working as hard as
they are.
Multiple Role Demands
Inappropriate task assignments (e.g., asking nurses
to clean the floors as well as nurse their patients)
are often the result of cost-control efforts, which
can lead to disagreements about who does what
task and who is responsible for the outcome.Threats to Safety and Security
When cost saving is emphasized and staff mem-
bers face layoffs, people’s economic security is
threatened. This can be a source of considerable
stress and tension (Qureshi, 1996; Rondeau &
Wagar, 2002).Scarce Resources
Inadequate money for pay raises, equipment, sup-
plies, or additional help can increase competition
between or among departments and individuals as
they scramble to grab their share of what little
there is available.Cultural Differences
Different beliefs about how hard a person should
work, what constitutes productivity, and even what
it means to arrive at work “on time” can lead to
problems if they are not reconciled.Invasion of Personal Space
Crowded conditions and the constant interactions
that occur at a busy nurses’ station can increase
interpersonal tension and lead to battles over scarce
work space (McElhaney, 1996).When Conflict Occurs
Conflicts can occur at any level and involve any
number of people, including supervisors, subordi-
nates, peers, or patients (Sanon-Rollins, 2000). On
the individual level, they can occur between two
people on a team, between two people in different
departments, or between a staff member and a
patient or family member (Box 7-1). On the
group level, conflict can occur between two teamsbox 7-1
Signs That Conflict Resolution Is Needed- You feel very uncomfortable in a situation.
- Members of your team are having trouble working
together. - Team members stop talking with each other.
- Team members begin “losing their cool,” attacking each
other verbally.
Adapted from Patterson, K., Grenny, J., McMillan, R., & Surtzler, A. (18 March
2003). Crucial conversations: Making a difference between being healed
and being seriously hurt. Vital Signs, 13(5), 14–15.