Conflict is an inevitable part of t...

Conflict is an inevitable part of today's health care environment. obstruct teamwork, rapid decisions, and confined quarters all are factors that wager the stage for conflict in the OR. In addition--because the OR does not operate in a vacuum--conflict can come into one's head if good relationships are not maintained between the OR and other hospital departments.

Ignored conflict can lead to mistakes as individuals fail to win their ability to communicate effectively. When conflict between other departments and the OR continues, employee may withhold information, be dead to deliver patient care supplies, or not answer effectively when needed. If not addressed, conflict can escalate, intercept progress, and reduce productivity. Consequently as coordination of efforts within the OR decrease, patient care is jeopardized, and one as well as the other patients and personnel become dissatisfied.

Many of these conflicts, however, are manageable when issues are clearly defined and effectively articulated.(1) Resolutions to organizational conflict can be constructive or destructive, depending forward the approach.(2) A team-oriented a whole s approach can be a constructive way to dissolve conflict within health care institutions and improve outcomes--an important bear upon in today's health care market.

WHEN CONFLICT OCCURS

owed to the fast-paced, highly technical nature of OR work, stres and its resulting conflict are everyday Conflict occurs when actual or perceived differences exist or when there is a lack of clarity between couple or more parties regarding task accomplishment, ideas, interests, or values.(3) The way organizations melt conflict often reflects their ability to balance make anxiouss about relationships (eg, among OR team members and other departments) with regards about outcomes (eg, patient safety).(4)

REACTIONS TO CONFLICT

The initial reaction to conflict oftentimes is influenced by emotion rather than intellect.(5) Identifying the exact cause, therefore, may unfold the real problem but do little to reduce the perceived problem.(6) For example, M Jone RN became angry when there were no large suction canisters ready for the nearest procedure. Without knowing all the facts, she blamed the authorized purchaser (AP). The actual cause of the enigma was related to a novel increase in the canisters' sumptuousness which led the hospital to investigate other vendors. In the meantime, M Jone was unaware that provisions were in place to use a different suction device, and she felt frustrated with the AP because the canisters were unavailable. Had she been aware of the actual cause of the vexed question (ie, canister cost and the decision to change vendors), she would not have become angry about the perceived riddle (ie, lack of effort through the AP).

open or covert reactions. Expressed behavior can be either notorious or covert. Overt action initially may take the form of aggression, competition, or arguments. disguised action may be reflected in scapegoating or blaming, avoidance, or apathy.(7) These les farthest reactions may result in a person's retreat from the individual involved in the conflict, stress-related illnesses, absences from work, or--as in M Jones' case--anger toward oneself or others.

austere reactions. Many nurses have difficulty handling conflict and the emotions it creates.(8) In a more austere response to conflict, a succor may withdraw, leave his or her piece of work change shifts or assigned areas, or eventually leave nursing. This reaction thinks either the nurse's lack of interest for the outcome or an avoidance of hostility and the stres it brings.(9)

TEACHING CONFLICT RESOLUTION

As interdependence and coordination of efforts among assemblages increase, so does the potential for conflict.(10) For example, coordination of many functions is necessary between the radiology department and the OR. Any vexed questions with scheduling personnel or equipment have the potential to cause friction. however limitations exist when circumstances preclude problems from being understood (Table 1) At these times, education about conflict resolution techniques, coupl with assemblage autonomy, is vital.

Table 1

LIMITATIONS forward CONFLICT RESOLUTION

When there is a lack of understanding of the real nature of the problem

When it is difficult to determine by what means to proceed.

When bureaucratic authoritys exist for dealing with the other side.

When there is a lack of knowledge regarding to what extent to supervise resolution.

When there are no plans to educate personnel about conflict management.

NOTE

(1) C A Maher, "A combination of parts to form a wholes approach to managing conflict in orthopaedic nursing," Orthopaedic Nursing 10 (May/June 199]) 35-44

IMPORTANCE OF COLLABORATION

Collaboration is the chiefly effective method of conflict resolution, and it comes in a mutual commitment to chosen solutions.(11) Collaboration involves health care personnel taking an make open insightful look at the issues and available resolutions.(12) It encourages a win-win situation because all parties work together to find mutually satisfying solutions. like cooperative agreement brings participants closer and teaches employee that working together can help them achieve personal and departmental goals. Furthermore, in consequence of collaboration, employees reduce stress and improve interpersonal communications.