Brown, J., Lewis, L., Ellis, K., Stewart, M., Freeman, T. R., & Kasperski, M. J. (2011). Conflict on interprofessional primary health care teams–can it be resolved?. Journal of interprofessional care , 25 (1), 4-10.
According to this article, progressively, primary health care teams are dependent on the contributions of numerous health professionals. Nevertheless, conflict is inherent in teams. The purpose of the article is to examine the experiences of primary health care team members with conflict as well as reactions to conflict. The phenomenological research was carried out using detailed interviews with a hundred and twenty-one respondents from sixteen primary health care teams (six rural and ten urban), counting a broad variety of medical care professionals. The researchers used the iterative analysis process to analyze the literal transcripts. The assessment revealed three key themes: approaches to conflict resolution, obstacles to conflict resolution, and causes of conflict in teams. According to the study findings, the causes of conflict in teams were: accountability; the scope of practice; as well as role boundary problems. Obstacles to conflict resolution included: workload and shortage of time; lack of appreciation or inspiration to handle conflict; individuals in less influential positions; and escaping confrontation to not cause emotional discomposure. Team approaches to resolving conflict were programs by teams’ leaders and the creation of conflict management rules. Specific strategies were: a readiness to find resolutions; direct and open communication; humility; and showing regard. The authors conclude that conflict is inevitable in teams. Nevertheless, recognizing the possible hurdles to conflict solution may help primary health care teams to develop strategies to solve a conflict in an appropriate manner. The information provided in this article is of high quality and is relevant to assignment objectives, course objectives, and nursing in general.
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Fassier, T., & Azoulay, E. (2010). Conflicts and communication gaps in the intensive care unit. Current opinion in critical care , 16 (6), 654-665.
The current article aims to review conflicts and communication gaps in the intensive care unit (ICU). Conflicts happen regularly in the intensive care unit. According to the article, research on conflicts in the intensive care unit is an evolving area, with merely a few contemporary explorations available on team–family and intra-team conflicts. Investigation of communication in the intensive care unit is emerging at a more rapid pace. The latest results originate from a multinational epidemiological study on conflicts in intra-teams and a qualitative survey on the consequences and causes of conflicts. Developments in exploration on communication with relatives in the intensive care unit have enhanced human comprehension of intra-team and team–family conflicts, therefore proposing targets for advancement.
The current article aims to review conflicts and communication gaps in the intensive care unit (ICU). Conflicts happen regularly in the intensive care unit. According to the article, research on conflicts in the intensive care unit is an evolving area, with merely a few contemporary explorations available on team–family and intra-team conflicts. Investigation of communication in the intensive care unit is emerging at a more rapid pace. The latest results originate from a multinational epidemiological study on conflicts in intra-teams and a qualitative survey on the consequences and causes of conflicts. Developments in exploration on communication with relatives in the intensive care unit have enhanced human comprehension of intra-team and team–family conflicts, therefore proposing targets for advancement.
Statistics concerning intensive care unit conflicts are dependent on conflict description, patient case-mix, research designs (quantitative vs. qualitative), as well as detection bias. Conflicts witnessed by care providers are regular and involve mostly intra-team conflicts. The study results show that the two key causes of the ICU conflicts are communication issues and end-of-life decisions. Conflicts adversely affect family/patient-centered care, patient safety, as well as team cohesion, and welfare. Conflicts create staff stress and upsurge healthcare costs. The authors suggest that further qualitative surveys entrenched in social-science concepts regarding workstation conflicts are required to better comprehend the typology of conflicts intensive care unit (consequences and sources) and to handle multifaceted intensive care unit conflicts that entail systems contrasted with persons. The authors conclude that conflict resolution and prevention are complex matters necessitating multimodal programs. However, scientific investigation in this area is inadequately developed, and no strategies are existing to this point. The article suggests that prevention guidelines should be advanced along two axes: enhanced insight into family values, preferences, and experience, along with evidence-based communication could lessen team–family conflicts and organizational steps counting multidisciplinary teamwork, reestablishing leadership, and enhanced communication in the teams can prevent intra-team conflicts within the intensive care unit. The information provided in this article is of high quality and is relevant to assignment objectives, course objectives, and nursing in general.
Saeed, T., Almas, S., Anis-ul-Haq, M., & Niazi, G. S. K. (2014). Leadership styles: relationship with conflict management styles. International Journal of Conflict Management .
This study aims to investigate the correlation between styles of leadership and styles of conflict management amongst executives, and at the same time, managing interpersonal conflict (subordinates and managers). The researchers included a hundred and fifty mid-level executives from various private sector manufacturing businesses to search for responses via questionnaire grounded in tools for leadership styles and conflict management. The study result showed that the executives who considered to reveal more on transformational leadership style took on obliging and integrating conflict management style. On the other hand, managers who considered to reveal more on transactional leadership style preferred compromising conflict management style. While executives considered to reveal a noninterventionist style of leadership took on avoiding the style of managing conflicts with employees.
According to this article, in spite of the general recognition of leadership significance within corporate contexts, study so far explored styles of leadership as factors of conflict management styles are population-focused, counting university academic workforce, nursing managers, as well as healthcare professionals. Moreover, the results in these surveys are inconsistent, and the matter appears to be at an empirical stage, which necessitates further study to ascertain the correlation. According to this article, Rahim (1992) and Blake and Mouton (1964) attempted to assess the approaches through which persons normally manage the conflicts. This strategy handled styles of conflict as a specific disposition, steady over time, and through circumstances. The literature argues and supports that leadership behaviors or styles stay steady over time and are likely to be substantially associated with styles of conflict management. The article is of great quality, and the authors are credible as they provide legitimate content. The article provides information that is relevant to assignment objectives, course objectives, and nursing in general.
References
Brown, J., Lewis, L., Ellis, K., Stewart, M., Freeman, T. R., & Kasperski, M. J. (2011). Conflict on interprofessional primary health care teams–can it be resolved?. Journal of interprofessional care , 25 (1), 4-10.
Fassier, T., & Azoulay, E. (2010). Conflicts and communication gaps in the intensive care unit. Current opinion in critical care , 16 (6), 654-665.
Saeed, T., Almas, S., Anis-ul-Haq, M., & Niazi, G. S. K. (2014). Leadership styles: relationship with conflict management styles. International Journal of Conflict Management .
