Collaboration within a team and an organization are one of the critical aspects of any healthcare facility, since this approach helps to involve different specialists and perspectives in solving problems. In the scenario, the conflict arose because the team members did not initially receive sufficient support from the leader, management, and other teams. Consequently, the problem is caused by the emotional detachment of the team from the organization, and the solution to the problem must also be achieved with the help of emotional competence.
One strategy is to use shared leadership, which means that all team members are involved in decision-making and have equal access to the leader and information (Marshall & Broome, 2017). Since the team has learned to self-manage, this approach will help them perceive change as cooperation rather than submission. However, the leader should also employ strategies that require emotional competence, such as encouraging feedback and open discussion, and practicing empathy. These strategies will help the leader restore the team’s trust and show that they can again ask for help and build cooperation. The key performance indicator of the second strategy will be the desire to cooperate within the organization. The third strategy can be measured by the level of trust in the leader, and the result of the first strategy will be evaluated by the overall efficiency and productivity of the team.
Currently, there is a negative relationship in the hospital where I work between nurses, physicians, and the administration. They arise because nurses and physicians recommend extending the hospitalization of patients by several days to improve their condition and be confident in their physical health. However, the administration insists on earlier discharge to admit other patients. This situation, in some cases, causes readmission of patients or less satisfaction with services. The hospital’s organizational culture contributes to this problem as the facility is focused on making a profit, although health and patient care are also key priorities. However, in cases where the solution brings economic benefits but does not pose high risks to patients’ health, the administration chooses it.
One of my strengths is communication skills. According to Chism (2019), two competencies that are key to the nurse practitioner are the use of clinical investigative skills to evaluate health outcomes and provide leadership in the translation of knowledge into practice. I share and believe in these competencies and try to manifest them. Communication skills help me bring innovative and evidence-based practices to the organization that improves the quality of care. At the same time, my efforts are directed not only to educate the nursing team but also deliver information to the administration and senior managers. Other staff members also often highlight my communication skills and ask me to apply them to negotiations with patients, providers, or administrators. In addition, the senior staff emphasized my situational awareness skill, which helps me resolve conflicts or prevent adverse outcomes.
Hence, my strengths can be used to reduce the adversarial relationship. Situational awareness helps me to assess the problem and interests of each of the parties correctly. For example, since the administration is profit-oriented, I can use the fact that low patient satisfaction and readmission due to early discharge affect patients’ willingness to use hospital services. Consequently, this problem reduces profits of the hospital as healthcare organization. At the same time, my communication skills and ability to analyze and reason critically will help me convince the administration to change policy and reduce pressure on staff, which reduces early discharge. Thus, the adversarial relationship problem will be solved if the administration sees the benefits of nurses’ and physicians’ recommendations.
References
Chism, L. A. (2019). The Doctor of Nursing Practice: A guidebook for role development and professional issues (4th ed.). Jones & Bartlett Publishers.
Marshall, E. S. & Broome, M.E. (2017). Transformational leadership in nursing: From expert clinician to influential leader (2nd ed.). Springer Publishing Company.