The Negotiator That We Have and the Negotiator That We Want in Nursing

Abstract

This study aimed to identify the negotiator profile of nurse managers of a public hospital. Data collection occurred between April and June of 2012, using a semi-structured questionnaire and a logical framework as a resource for planning the development of the action plan prepared by the nine nurses who participated in the study. In the data analysis, the following categories were identified: the negotiating process; the negotiator that we have in nursing; and the negotiator that we want, according to Bardin's content analysis technique. It was evident that the nurse negotiator profile was marked by the lack of autonomy and legitimacy. The conclusion shows that nurses are essential in the negotiating process when they understand the principles of conflict management, the establishment of rules and acceptable behavior, and the instrumentalization of the teamwork to develop healthy spaces in redefining the conflict as a situation that can contribute to organizational growth.

Relações interpessoais no centro cirúrgico: equipe de enfermagem e equipe médica

“…Os As relações interpessoais podem afetar de forma positiva ou negativa o desenvolvimento do trabalho e a satisfação profissional como observado em alguns depoimentos. A insatisfação, a desvalorização profissional e a comunicação foram alguns dos problemas evidenciados pelos participantes e que irão influenciar diretamente a qualidade do serviço prestado, corroborando com alguns estudos (8,(10)(11)(12)(13) .…”

“…Vários são os fatores geradores de conflitos nos serviços de saúde e entre eles podem ser citados a limitação dos recursos, as condições de trabalho, a falta de definição do espaço de atuação profissional, as tecnologias utilizadas no processo de trabalho e o alto nível de exigência das instituições e dos pacientes em relação ao trabalho desenvolvido pelos profissionais (11) .…”

Ressignificating theory of professional links in nursing work

“…In this sense when positioning as a negotiator inserted in this process, the nurse can define acceptable institutional behaviors and rules, by instrumentalizing its team in the construction healthy spaces of negotiation, strengthening its team for institutional growth. 12 The understanding of the relational issues goes through the fact that the nurse can, through discourse, in the negotiation, provide the necessary adjustments at work, thus, responding to the ethical-legal precepts of the profession, and not only to the requirements imposed by health institutions. The group coordinator should seek to be participative, maintaining coherence between the discourse and the practice, without exercising coercive power over the others.…”

Perception of nurse managers about the functionally-readapted worker

“…It is a fact that nurse managers must have attitudes and behaviors compatible with the institution, as well as they are expected to instrumentalize the team to maximize the interpersonal relationships and seek spaces for everyone to participate in the process of negotiation to conciliate differences, striving to obtain the autonomy of each worker, but without losing control of this process (17) . For readapted workers it is no different, however with a special attention added, because it involves singular and complex situations.…”