NR 510 Week 5 Discussion 1: Conflict at the Office

Sample Answer for NR 510 Week 5 Discussion 1: Conflict at the Office Included After Question

NR 510 Week 5 Discussion 1: Conflict at the Office

NR 510 Week 5 Discussion 1 Conflict at the Office

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Week 5: Conflict at the Office Discussion

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You are a family nurse practitioner working in an outpatient primary care office of a large hospital system. The practice has been operating for over 15 years, and many of the administrative and clinical staff were hired when the practice opened. You have been in the practice for less than 3 months. In that short amount of time, you have witnessed several of the clinical staff engaging in heated arguments with each other, sometimes in patient areas. You overhear an argument occurring today between two staff. You pick up a patient’s chart and notice a very low blood pressure that the medical assistant failed to notify you about. When you confront the MA, she states that she was going to report the vital signs to you when she became engaged in the heated argument you overheard and forgot to notify you.

Unfortunately, this pattern of behavior is not unusual in this practice. Working with staff who cannot cooperate effectively can negatively influence your ability to spend time with patients, can impede the flow of patients through the office, and could impact patient safety.

Discussion Question:

What is your response to the medical assistant? What actions do you take to redirect the flow away from arguments and back to patient care?

Provide rationales and evidence to support your decisions.

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May 27, 2018May 27 at 11:43pm

Manage Discussion Entry

A Sample Answer For the Assignment: NR 510 Week 5 Discussion 1: Conflict at the Office

Title: NR 510 Week 5 Discussion 1: Conflict at the Office

The answer to this question has to be addressed based on the type of person with whom I am going to engage. Much of what I say to the MA will be based on my prior knowledge of the person and my perceptions about how they think and act. The problem revolves around losing sigh of why we are here and what our priorities must be. When we allow our own personal feelings of problems interfere with our work it can become a source of concern. in this situation is could have well compromised the well being of a patient. My goal would be to make the MA understand the importance of maintaining focus and how this can be a safety issue as well as affecting the unit as a whole (Yang &Treadway, 2016). Personal interactions can be difficult but maturity dictates that there is an appropriate time and place to resolve personal issues and an acceptable manner in which to conduct yourself. These expectations must be met or there will be consequences. I would remind the MA that they are a professional and that they must maintain that status or risk losing the respect of co workers and patients.

Yang, J., & Treadway, D. C. (2016). A Social Influence Interpretation of Workplace Ostracism and Counterproductive Work Behavior. Journal of Business Ethics, 148(4), 879-891. doi:10.1007/s10551-015-2912-x

May 29, 2018May 29 at 4:21pm

Manage Discussion Entry

Good, Hasan. Many times administration is not aware of conflicts because staff are afraid of the repercussions. When administration becomes aware of the conflict they question why the staff didn’t come to them sooner. Let’s say admin has come to you to see why you think the staff are not coming to them. You know it is because the staff are scared to but aren’t sure how to put it nicely to administration that the staff are “scared” of them. How could you hold this conversation with admin?

May 31, 2018May 31 at 11:02pm

Manage Discussion Entry

The method I would use to approach this subject would be to first point out the simple fact that there is a gap in the relationship between staff and management evidenced by the unwillingness of staff to approach administration regarding personnel issues and conflicts. It takes work to establish and build a relationship and it is all based on trust. Trust is something that must be earned by administration. It has been my general observation that staff tend to think of administration as represent the organization and not the staff. There are exceptions to this rule but they are the minority. It is easy to see this when looking at a strong manager with whom people connect. They have faith and trust and are willing to engage with those types of managers. I have seen other managers that people will not go to and do not trust. The point is that if there is no trust there is no desire to seek help due to lack of confidence in issues being addressed fairly. We have a manager at my place of employment who fits this stereotype. No one seeks her out because they have no faith in her willingness to help. My advice to the administration would be to work on establishing trust by showing the staff you care about their issues in the same way you care about the priorities of the facility.

Jun 1, 2018Jun 1 at 8:40am

Manage Discussion Entry

Good, Hasan. While management can be intimidating, it is important that they remain open to discussion when employees want to voice their concerns. This is a problem in my practice where the supervising MD can be very intimidating but once you get to know him you see he has an open door policy and will speak to you anytime you want to. He may not tell you what you want to hear because he is going to be brutally honest but he respects you for the decision to pull him aside and voice your concerns. This is imperative to the success of a practice.

Jun 2, 2018Jun 2 at 9:19am

Manage Discussion Entry

After reviewing the case study, I do see that the staff has lost sight of what’s important, which is caring for the patients. However, as for me, the tone and attitude of my response would not be based on whom I’m speaking to. I would respond to whomever all the same way with a professional tone and attitude. Our response to unprofessional behavior is just as important as our message and point we are trying to get understood (MacLean, Coombs, and Breda, 2016). I do agree with you that what we say may depends on our prior knowledge and how they think and act. In this case study I do believe that the medical assistants allowed their personal feelings and emotions interfere with their work and how they conduct themselves at work, in a professional environment. I do believe that this

kind of behavior will not be resolved overnight or in one intervention due to the fact that the behavior of the MAs have been conducted and accepted for so many years. As professional APN FNP we ought to make it our goal to refocus the MAs on what’s important, caring for the patients in a safe manner.

Reference: NR 510 Week 5 Discussion 1: Conflict at the Office

MacLean, L., Coombs, C., & Breda, K. (2016). Unprofessional workplace conduct…defining and defusing it. Nursing Management, 47(9), 30-34. doi:10.1097/01.NUMA.0000491126.68354.be

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