The conflict management style of staff nurses and nurse managers

Cavanagh, Stephen J.

doi:10.1111/j.1365-2648.1991.tb01536.x

Cited by 58 publications

(42 citation statements)

References 13 publications

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“…According to Blake and Mouten, [22] accommodation, collaboration are used by individuals who want to move away from the uncomfortable feelings of struggle, similar with the studies of Cavanagh et al [23][24][25][26] On the other hand, with regard use of conflict resolution strategies by nurses with doctors, the study's findings revealed that the number one priority for conflict resolution strategies was "accommodating" for patients which was regarded the least for the doctors. Conversely, the least strategy "competing" with patients was the number one strategy of nurses with doctors.…”

Section: Discussionsupporting

confidence: 69%

Conflict resolution strategies of nurses in a selected government tertiary hospital in the Kingdom of Saudi Arabia

Baddar

Salem

Villagracia

2016

JNEP

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Background: Conflict is inevitable and can be found in all settings. It can co-exist between and among health care professionals such as doctors and nurses and their patients. The roles of the nurses in each scenario and the kind of strategies they utilized also vary. This study aimed to determine the conflict resolution strategies of nurses in a selected government tertiary hospital in the Kingdom of Saudi Arabia. Methods: Utilizing a Descriptive Correlational Research Design, 78 nurses were asked to identify their conflict resolution strategies during their day to day interaction with the patients and doctors through a 20-item questionnaire. This study was conducted in a government tertiary hospital specializing in maternity and pediatric care with 310 beds in the East of Riyadh. Results: Findings yielded a high utilization of conflict resolution strategies by nurses with patients. Accommodating (61.5%; n = 48) was ranked number one as nurses used this strategy in dealing with patients. Secondly, collaborative (60.3%; n = 47), the third is both compromising and avoiding at (57.7%; n = 45); and the least in rank is competing (56.4%; n = 44). Nurses utilized the following conflict resolution strategies with doctors such as: (1) competing (43.6%; n = 34), (2) both compromising and avoiding (42.3%; n = 33), (3) collaborative (39.7%; n = 31), and (4) accommodating (38.5%; n = 3). It shows that the number 1 priority for conflict resolution strategies is "accommodating" for patients which was regarded the least for the doctors. On the other hand, the least strategy "competing" with patients is the number 1 strategy of nurses with doctors. There is a significant relationship between nurses' use of conflict resolution strategies consistent at collaborative with patients and doctors and their age. Findings further reveal that the overall use of conflict resolution strategies is significantly related to both patients and doctors. There is a significant relationship between nurses' use of conflict resolution strategies at compromising with doctors and their nursing qualification. There is a significant relationship between nurses' use of conflict resolution strategies (collaborative) with patients and their current nursing experience. The overall use of compromising as a strategy is significantly related to doctors. There is a significant positive correlation between the nurses' scores of conflict resolution strategies for both patients and doctors. On the one hand, there is no significant difference relation between nurses' use of conflict resolution strategies with patients and doctors and their socio-demographic variables (age, years of nursing experience) except nursing qualification. There is a significant difference between nurses' use of conflict resolution strategies (avoiding) with patients and doctors and their qualifications. Conclusions: Consequently, conflict is inevitable and is still growing in healthcare. We have determined the importance of identifying the conflict resolution strategies being util...

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Section: Discussionsupporting

confidence: 69%

Conflict resolution strategies of nurses in a selected government tertiary hospital in the Kingdom of Saudi Arabia

Baddar

Salem

Villagracia

2016

JNEP

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“…Many studies in the field of conflict management have indicated that conflict is an inevitable aspect of organizations (Callanan, Benzing, & Perri, 2006;Cavanagh, 1991).…”

Section: Introductionmentioning

confidence: 99%

A Study of Interpersonal Conflict Among Operating Room Nurses

Chang¹,

Chen²,

Chen

2017

Journal of Nursing Research

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“…This is a central element of good nursing management, 16,17 leading to empowered and self-sufficient staff able to communicate with each other and get on with their work. When managed in this way, staff are more confident, need less reassurance, and are able to more fully involve and inform patients in their care (an important factor in long-term conditions where the disorder is largely managed by patients themselves 16 ).…”

Section: Discussionmentioning

confidence: 99%