Improving Teamwork: Collaboration, Coordination, and Conflict Resolution

/in /by

This assignment is worth 200 points.

Directions

1. Read Finkelman (2016), Chapter 13: Improving Teamwork: Collaboration, Coordination, and Conflict Resolution, section on Negotiation and Conflict Resolution, pp. 324-333.

2. Observe nurses in a care delivery setting. Identify a recurring conflict with the potential to negatively impact patient care. Decide if delegation was an issue in the conflict. This should be from your practice setting or prelicensure experiences.

3. Provide details of what happened, including who was involved, what was said, where it occurred, and what was the outcome that led you to decide the conflict was unresolved.

4. Identify the type of conflict. Explain your rationale for selecting this type.

5. Outline the four stages of conflict, as described in our text, and how they relate to your example.

6. Propose strategies to resolve the conflict. Search scholarly sources in the library and the Internet for evidence on what may be effective.

7. Discuss if delegation was an issue in the conflict. Be specific.

8. Describe how you would collaborate with a nurse leader to reach consensus on the best strategy to employ to deal with the conflict.

9. Describe the rationale for selecting the best strategy.

10. Provide a summary or conclusion about this experience or assignment and how you may deal with conflict more effectively in the future.

1. Follow APA format. Consult your APA manual, and consider using the APA resources provided by Chamberlain.

2. Write a 5-7 page paper (not including the title or References pages) using APA format that includes the following.

a. Describe an unresolved (recurring) conflict that you experienced or observed. Identify the type of conflict.

b. Provide details of what happened, including who was involved, what was said, where it occurred, and what was the outcome that led you to decide the conflict was unresolved.

c. Outline the four stages of conflict, as described in Finkelman, and how the stages relate to your example. Decide if delegation was an issue in the conflict. Be specific.

d. Describe the strategies for conflict resolution and how you would collaborate with a nurse leader to resolve the conflict. Cites the course textbook and two scholarly sources.

e. Provide a conclusion or summary about this experience and how you may deal with conflict more effectively in the future.

f. Submit by the end of Week 3.

Read Finkelman (2016), Chapter 13: Improving Teamwork: Collaboration, Coordination, and Conflict Resolution, section on Negotiation and Conflict Resolution, pp. 324-333.

BELOW

There are three types of conflict: individual, interpersonal, and intergroup/organizational (MindTools®, 2014a).

· Individual conflict. The most common type of individual conflict in the workplace is role conflict, which occurs when there is incompatibility between one or more role expectations. When staff do not understand the roles of other staff, this can be very stressful for the individual and affects work. Staff may be critical of each other for not doing some work activity when in reality it is not part of the role and responsibilities of that staff member, or staff members may feel that another staff member is doing some activity that really is not his or her responsibility.

· Interpersonal conflict. This conflict occurs between people. Sometimes this is due to differences and/or personalities; competition; or concern about territory, control, or loss.

· Intergroup/organizational conflict. Conflict also occurs between teams (e.g., units, services, teams, healthcare professional groups, agencies, community and a healthcare provider organization, and so on). Sometimes this is due to competition, lack of understanding of purpose for another team, and lack of leadership within a team or across teams within an HCO.

Gets Results

A leader’s ultimate purpose is to accomplish organizational results. A leader gets results by providing guidance and managing resources, as well as performing the other leader competencies. This competency is focused on consistent and ethical task accomplishment through supervising, managing, monitoring, and controlling of the work.
Prioritizes, organizes, and coordinates taskings for teams or other organizational structures/groups · Uses planning to ensure each course of action achieves the desired outcome.

· Organizes groups and teams to accomplish work.

· Plans to ensure that all tasks can be executed in the time available and that tasks depending on other tasks are executed in the correct sequence.

· Limits overspecification and micromanagement.
Identifies and accounts for individual and group capabilities and commitment to task · Considers duty positions, capabilities, and developmental needs when assigning tasks.

· Conducts initial assessments when beginning a new task or assuming a new position.
Designates, clarifies, and deconflicts roles · Establishes and employs procedures for monitoring, coordinating, and regulating subordinates’ actions and activities.

· Mediates peer conflicts and disagreements.
Identifies, contends for, allocates, and manages resources · Allocates adequate time for task completion.

· Keeps track of people and equipment.

· Allocates time to prepare and conduct rehearsals.

· Continually seeks improvement in operating efficiency, resource conservation, and fiscal responsibility.

· Attracts, recognizes, and retains talent.
Removes work barriers · Protects organization from unnecessary taskings and distractions.

· Recognizes and resolves scheduling conflicts.

· Overcomes other obstacles preventing full attention to accomplishing the mission.
Recognizes and rewards good performance · Recognizes individual and team accomplishments; rewards them appropriately.

· Credits subordinates for good performance.

· Builds on successes.

· Explores new reward systems and understands individual reward motivations.
Seeks, recognizes, and takes advantage of opportunities to improve performance · Asks incisive questions.

· Anticipates needs for action.

· Analyzes activities to determine how desired end states are achieved or affected.

· Acts to improve the organization’s collective performance.

· Envisions ways to improve.

· Recommends best methods for accomplishing tasks.

· Leverages information and communication technology to improve individual and group effectiveness.

· Encourages staff to use creativity to solve problems.
Makes feedback part of work processes · Gives and seeks accurate and timely feedback.

· Uses feedback to modify duties, tasks, procedures, requirements, and goals when appropriate.

· Uses assessment techniques and evaluation tools (such as AARs) to identify lessons learned and facilitate consistent improvement.

· Determines the appropriate setting and timing for feedback.
Executes plans to accomplish the mission · Schedules activities to meet all commitments in critical performance areas.

· Notifies peers and subordinates in advance when their support is required.

· Keeps track of task assignments and suspenses.

· Adjusts assignments, if necessary.

· Attends to details.
Identifies and adjusts to external influences on the mission or taskings and organization · Gathers and analyzes relevant information about changing situations.

· Determines causes, effects, and contributing factors of problems.

· Considers contingencies and their consequences.

· Makes necessary, on-the-spot adjustments.