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Chamberlain College of Nursing NR-531 Nursing Leadership in Healthcare Organization
Chamberlain College of Nursing NR-531 Nursing Leadership in Healthcare Organization
Management of Influence, Power, and Conflict (graded)
As the nurse administrator at SLMC, you are trying to increase communication among your team members. In the past, it has been difficult for some of the various shift workers to attend scheduled meetings. Share your strategies for enhancing communication for all members of your team.
Organizational Management
As we begin this weeks lesson, it is important to reflect on the fact that, as the leader within a healthcare organization, the ability to influence the organization with the power of your role can also be helpful to dissipate any conflict that may also exist. Through effective communication, the process of decision making can be less challenging within an organization.
Management of Influence
As the nurse leader within an organization, this role carries great influence from many different aspects, which may include staffing, equipment, supplies, bed space, patient assignments, and so forth. (Roussel, 2013). The influence of the role should focus on the organizational purpose and avoid imparting personal influences when making decisions. The American Nurses Association (ANA) (2013) developed a Code of Ethics for Nursing to help guide nurses to incorporate ethics into decisions and keep the focus away from personal influence. With the emergence of more organizations adopting a shared-governance model, nurse leaders must embrace and accept the influence that staff can impart within an organization.
Management of Power
Power is having the ability to accomplish an intended goal (Marquis & Huston, 2015). Oftentimes, the notion of power can be misunderstood, whereby individuals may fear, mistrust, or worship persons in a power role or position. Historically, women have been viewed as being less powerful; however, this view has changed over time (Marquis & Huston, 2015). For nurse leaders to be effective in their role, some type or source of power is actualized, whether by an informal or formal group. In the section below, various sources of power are identified.
As a profession, nurses have increased in overall numbers, as well as their knowledge and skills, which afford the nursing profession an opportunity to have greater influence on various healthcare issues.
As we discussed previously in the course, a leader can empower his or her staff members, which can provide several positive benefits for the team and your organization. When staff members are provided learning opportunities and assigned tasks or projects, the leader assists in nurturing team members to achieve the satisfaction from accomplishing these additional responsibilities. As a leader, it can be challenging to give up this power and allow (empower) team members to be responsible for a project and follow-up back to the leader.
There are various strategies for leaders that can assist with empowering their team to meet the targeted organizational and personal goals. For example, utilization of committees with regular meetings can be helpful to receive updates on progress and timelines of various projects and provide leadership opportunities.
Management of Conflict
As a nurse leader, conflict may be experienced on a daily basis in a variety of situations or settings. Delegation of tasks may lead to occasional conflict between individuals. Conflict may arise due to internal or external discord that results from differences in ideas, values, or feelings between two or more people (Marquis & Huston, 2015). Competition among employees, a lack of resources, restructuring, or poor role delineation can be some reasons for conflict in the work setting. Oftentimes, conflict occurs due to ineffective communication, and depending on how a conflict is handled, it can be viewed in a positive or negative manner. Unit conflict can occur due to several possible causes, with poor communication being considered one reason.
If an outburst should occur, the nurse leader must remain calm and avoid becoming defensive. Listening is an important skill for a manager, and one must be aware of their nonverbal and verbal behaviors. Courses or additional training are available if needed to help manage and deal with conflict, whether the conflict be with an employee, patient, family, physician, or other individual. Powerful listening tools, such as asking, mirroring, paraphrasing, and priming, have been found to be helpful to assist with effective listening (Patterson, Grenny, McMillan, & Switzer, 2011).
Conflict may occur between two or more groups of people, departments, or organizations and is termed intergroup conflict. Intrapersonal conflict occurs within the person. Lastly, interpersonal conflict occurs when two or more people have different beliefs, goals, or values and their behavior is perceived to be more than rudeness or incivility, and termed bullying (Marquis & Huston, 2015).
Resolution of any conflict and creating a win-win situation for all parties involved is preferred; however, this may not always be the result. Some common conflict resolution strategies include compromising, competing, cooperating or accommodating, smoothing, avoiding, and collaborating (Marquis & Huston, 2015). A formal negotiation process is an alternative approach to assist in resolving conflict. Preparations for the negotiation process by the nurse leader will need to be completed before, during, and after the process. Please review the following information from the textbook that provides items to include for the negotiation.
Communication and Decision Making
Communication and decision making occurs daily within healthcare and in the role of a nurse leader, in either oral or written form. Electronic information technology, such as e-mail, can enhance communication between one or a group of individuals at the same time to ensure all hear the same message. Among the models of decision making that exist, the rational model is generally used by nurse leaders since it is objective, logical, and systematic (Roussel, 2013). It is important to review all available information and reflect on any advantages or disadvantages of a situation before a decision is finalized. When weighing future benefits and costs of a decision, it is recommended that the decision be feasible and is aligned with the organizations goals and objectives. In a cost-benefit analysis of a pending decision, an objective analysis of the quantifiable and qualitative benefits should be reviewed thoroughly.
Once a decision is made, it is imperative that clear, effective communication occurs with the appropriate parties who will be involved and affected by the decision. As we discussed previously in the course, in the shared-governance model, the staff typically has an active role in the decision-making process and can influence the outcome. Even within a shared-governance model, there may be some resistance from employees for a variety of reasons. Allowing opportunities to address any questions is helpful for employees to have their concerns heard and acknowledged.
Oftentimes, acceptance of a decision can be made smoother through increased communication as early as possible. Utilizing staff as part of any committee work that may be required can aid acceptance and buy-in of a change within the organization. Obtaining consensus of a decision or goal early in the decision-making process can be a positive strategy, leading to favorable outcomes in communication and acceptance by the team. At times, it may be necessary to have an individual meeting to determine the cause of the resistance. Some employees may be fearful of not being able to adapt to the new change. An open-door policy as a strategy to influence positive communication with employees can be beneficial when clear rules are communicated, such as if permission from another person may be required.
Summary
This week, we explored the management of influence, power, delegation and conflict management within an organization and how communication can influence decision making. Next week, we will focus on team-building approaches.
References
Marquis, B.L. & Huston, C.J. (2015). Leadership roles and management functions in nursing: Theory and application. (8th ed.). Philadelphia: Lippincott Williams & Wilkins.
Chapter 13: Understanding Organizational, Political, and Personal Power
Roussel, L. (2013). Management and leadership for nurse administrators. (6th ed.). Boston: Jones & Bartlett Learning.
Chapter 6: Collaborative Decision Making and Communication: Skills and Practices
Article
Harris, R., Bennett, J., & Ross, F. (July 2014). Leadership and innovation in nursing seen through a historical lens. Journal of Advanced Nursing, 70(7), 1629-1638.
American Nurses Association (2013). About the code. Retrieved from http://nursingworld.org/MainMenuCategories/EthicsStandards/CodeofEthicsforNurses/AboutTheCode.htm
Marquis, B.L. & Huston, C.J. (2015). Leadership roles and management functions in nursing: Theory and application (8th ed.). Philadelphia: Lippincott Williams & Wilkins.
Patterson, K., Grenny, J., McMillan, R., & Switzer, A. (2011). Crucial conversations: Tools for talking when stakes are high. (2nd ed.). New York: McGraw-Hill.
Roussel, L. (2013). Management and leadership for nurse administrators. (6th ed.). Boston: Jones & Bartlett Learning.
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