NR 510 Week 5: Conflict at the Office Discussion<\/a><\/span><\/em><\/h2>\nNR 510 Week 5: Conflict at the Office Discussion<\/span><\/p>\nYou are a family nurse practitioner<\/a> 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.<\/span>\u00a0<\/span><\/p>\nUnfortunately, 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.<\/span>\u00a0<\/span><\/p>\nDiscussion Question:<\/span><\/b>\u00a0<\/span><\/h3>\nWhat is your response to the medical assistant? What actions do you take to redirect the flow away from arguments and back to patient care?<\/span>\u00a0<\/span><\/p>\nProvide rationales and evidence to support your decisions.<\/span>\u00a0<\/span><\/p>\nA Sample Answer For the Assignment: NR 510 Week 5: Conflict at the Office Discussion<\/strong><\/h2>\nTitle: NR 510 Week 5: Conflict at the Office Discussion<\/strong><\/h2>\nThe answer to this question has to be addressed based on the type of person with whom I am going to engage.\u202f 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.\u202f The problem revolves around losing sigh of why we are here and what our priorities must be.\u202f When we allow our own personal feelings of problems interfere with our work it can become a source of concern.\u202f in this situation is could have well compromised the well being of a patient.\u202f 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).\u202f 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.\u202f These expectations must be met or there will be consequences.\u202f 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.\u202f\u202f<\/span><\/p>\nClick here to ORDER an A++ paper from our Verified MASTERS and DOCTORATE WRITERS:NR 510 Week 5: Conflict at the Office Discussion\u00a0<\/strong><\/a><\/em><\/span><\/h3>\nYang, J., & Treadway, D. C. (2016). A Social Influence Interpretation of Workplace Ostracism and Counterproductive Work Behavior.\u202f<\/span>Journal of Business Ethics,<\/span><\/i>\u202f<\/span>148<\/span><\/i>(4), 879-891. doi:10.1007\/s10551-015-2912-x<\/span>\u00a0<\/span><\/p>\nMany times administration is not aware of conflicts because staff are <\/span>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?<\/span>\u00a0<\/span><\/p>\nThe 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.\u202f It takes work to establish and build a relationship and it is all based on trust.\u202f Trust is something that must be earned by administration.\u202f It has been my general observation that staff tend to think of administration as represent the organization and not the staff.\u202f There are exceptions to this rule but they are the minority.\u202f It is easy to see this when looking at a strong manager with whom people connect.\u202f They have faith and trust and are willing to engage with those types of managers.\u202f I have seen other managers that people will not go to and do not trust.\u202f 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.\u202f We have a manager at my place of employment who fits this stereotype.\u202f No one seeks her out because they have no faith in her willingness to help.\u202f 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.<\/span>\u00a0<\/span><\/p>\nWhile 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.<\/span>\u00a0<\/span><\/p>\nAfter reviewing the case study, I do see that the staff has lost sight of what\u2019s important, which is caring for the patients.\u202f\u202fHowever, as for me, the tone and attitude of my response would not be based on whom I\u2019m speaking to.\u202f\u202fI would respond to whomever all the same way with a professional tone and attitude.\u202f\u202fOur response to unprofessional behavior is just as important as our message and point we are trying to get understood (MacLean, Coombs, and Breda, 2016).\u202f\u202fI do agree with you that what we say may depends on our prior knowledge and how they think and act.\u202f\u202fIn 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.\u202f\u202fI 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.\u202f\u202fAs professional APN FNP we ought to make it our goal to refocus the MAs on what\u2019s important, caring for the patients in a safe manner.\u202f<\/span>\u00a0<\/span><\/p>\nReference:<\/span>\u00a0<\/span><\/h3>\nMacLean, L., Coombs, C., & Breda, K. (2016). Unprofessional workplace conduct…defining and defusing it.\u202f<\/span>Nursing Management<\/span><\/i>,\u202f<\/span>47<\/span><\/i>(9), 30-34. doi:10.1097\/01.NUMA.0000491126.68354.be<\/span>\u00a0<\/span><\/p>\nAs future NP’s we will all have different approaches on how to handle office misconduct that may ultimately effect patient care and morale. However, I do feel like these case scenarios will help guide us as to what type of culture we want to create. I do understand your point where maturity and acceptable manners must be conducted into order to function as a whole unit. According to Porter-O’Grady (2015) it is often to not react immediately, ask questions to gain as much information about the error and avoid criticism. Team culture must be developed through positivism and make a slow transition to create purposeful and deliberate work behaviors and actions so that health errors are not educated. Transforming office culture is a collective slow process where we learn by mistakes and work as a team to change them for the better outcome of patients and staff members. I have worked in various facilities where they was collective and collaborative discussions and were the culture was often administrative and had punitive functions. \u202fAs a staff employee i have always operated best under a culture of caring and collaboration. I have felt protected and valued even if errors had occurred. To err is human. A point we must all come back to. However, strong work ethic, accountability and desire to work must all be attributes staff possess. As as you mentioned, at times some people just don’t have these values and do not work well in a certain environment.\u202f<\/span>\u00a0<\/span><\/p>\n
You are a family nurse practitioner<\/a> 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.<\/span>\u00a0<\/span><\/p>\n 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.<\/span>\u00a0<\/span><\/p>\n 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?<\/span>\u00a0<\/span><\/p>\n Provide rationales and evidence to support your decisions.<\/span>\u00a0<\/span><\/p>\n The answer to this question has to be addressed based on the type of person with whom I am going to engage.\u202f 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.\u202f The problem revolves around losing sigh of why we are here and what our priorities must be.\u202f When we allow our own personal feelings of problems interfere with our work it can become a source of concern.\u202f in this situation is could have well compromised the well being of a patient.\u202f 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).\u202f 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.\u202f These expectations must be met or there will be consequences.\u202f 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.\u202f\u202f<\/span><\/p>\n Yang, J., & Treadway, D. C. (2016). A Social Influence Interpretation of Workplace Ostracism and Counterproductive Work Behavior.\u202f<\/span>Journal of Business Ethics,<\/span><\/i>\u202f<\/span>148<\/span><\/i>(4), 879-891. doi:10.1007\/s10551-015-2912-x<\/span>\u00a0<\/span><\/p>\n Many times administration is not aware of conflicts because staff are <\/span>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?<\/span>\u00a0<\/span><\/p>\n 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.\u202f It takes work to establish and build a relationship and it is all based on trust.\u202f Trust is something that must be earned by administration.\u202f It has been my general observation that staff tend to think of administration as represent the organization and not the staff.\u202f There are exceptions to this rule but they are the minority.\u202f It is easy to see this when looking at a strong manager with whom people connect.\u202f They have faith and trust and are willing to engage with those types of managers.\u202f I have seen other managers that people will not go to and do not trust.\u202f 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.\u202f We have a manager at my place of employment who fits this stereotype.\u202f No one seeks her out because they have no faith in her willingness to help.\u202f 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.<\/span>\u00a0<\/span><\/p>\n 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.<\/span>\u00a0<\/span><\/p>\n After reviewing the case study, I do see that the staff has lost sight of what\u2019s important, which is caring for the patients.\u202f\u202fHowever, as for me, the tone and attitude of my response would not be based on whom I\u2019m speaking to.\u202f\u202fI would respond to whomever all the same way with a professional tone and attitude.\u202f\u202fOur response to unprofessional behavior is just as important as our message and point we are trying to get understood (MacLean, Coombs, and Breda, 2016).\u202f\u202fI do agree with you that what we say may depends on our prior knowledge and how they think and act.\u202f\u202fIn 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.\u202f\u202fI 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.\u202f\u202fAs professional APN FNP we ought to make it our goal to refocus the MAs on what\u2019s important, caring for the patients in a safe manner.\u202f<\/span>\u00a0<\/span><\/p>\n MacLean, L., Coombs, C., & Breda, K. (2016). Unprofessional workplace conduct…defining and defusing it.\u202f<\/span>Nursing Management<\/span><\/i>,\u202f<\/span>47<\/span><\/i>(9), 30-34. doi:10.1097\/01.NUMA.0000491126.68354.be<\/span>\u00a0<\/span><\/p>\n As future NP’s we will all have different approaches on how to handle office misconduct that may ultimately effect patient care and morale. However, I do feel like these case scenarios will help guide us as to what type of culture we want to create. I do understand your point where maturity and acceptable manners must be conducted into order to function as a whole unit. According to Porter-O’Grady (2015) it is often to not react immediately, ask questions to gain as much information about the error and avoid criticism. Team culture must be developed through positivism and make a slow transition to create purposeful and deliberate work behaviors and actions so that health errors are not educated. Transforming office culture is a collective slow process where we learn by mistakes and work as a team to change them for the better outcome of patients and staff members. I have worked in various facilities where they was collective and collaborative discussions and were the culture was often administrative and had punitive functions. \u202fAs a staff employee i have always operated best under a culture of caring and collaboration. I have felt protected and valued even if errors had occurred. To err is human. A point we must all come back to. However, strong work ethic, accountability and desire to work must all be attributes staff possess. As as you mentioned, at times some people just don’t have these values and do not work well in a certain environment.\u202f<\/span>\u00a0<\/span><\/p>\nDiscussion Question:<\/span><\/b>\u00a0<\/span><\/h3>\n
A Sample Answer For the Assignment: NR 510 Week 5: Conflict at the Office Discussion<\/strong><\/h2>\n
Title: NR 510 Week 5: Conflict at the Office Discussion<\/strong><\/h2>\n
Click here to ORDER an A++ paper from our Verified MASTERS and DOCTORATE WRITERS:NR 510 Week 5: Conflict at the Office Discussion\u00a0<\/strong><\/a><\/em><\/span><\/h3>\n
Reference:<\/span>\u00a0<\/span><\/h3>\n
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