ms-04 response

MS-04 response one

When dealing with internal conflict in the clinical setting, using the quantum leadership model is ideal in managing conflict and improving the function of the microsystem.  From the reading: "Quantum leaders must possess not only intellect, analytical ability, technical skills, and appropriate experience, they must also possess the ability to understand and manage relationships, including their emotional dimension." (O'Grady & Malloch, 2011).  When it comes to internal conflict in the clinical setting, it usually involves people's emotions.  Leaders must recognize not only what the conflict is about, but they must take into consideration the emotions of each individual.  By building relationships with members in the microsystem, a leader can easily identify how to address a member's emotions; recognizing that a solution to the problem might have multiple paths to resolution.  If a conflict is "resolved" without the emotional side addressed, conflict is sure to happen again. 

Additionally, the quantum leader must "first master the required technical work skills" (O'Grady & Malloch, 2011).  This is important for leaders to have because it not only sets the example among peers, it enhances the leader's credibility and it builds other worker's confidence in that leader.  When conflict arises in the work center, people will seek out the credible leader because they have confidence in their ability to address the situation appropriately.  Leaders who can effectively manage relationships, can improve an individual's performance.  When conflict is resolved appropriately, individuals feel they truly have "buy-in".  This "buy-in" allows them to feel that what they do truly matters.  Leaders can also help subordinates see the bigger picture for an organization.  This is important in improving the function of a microsystem, especially from my work in the military.  Subordinates can get lost in small tasks that they feel are meaningless and not important.  But when they have bought into the "mission", they know that the work they are doing goes a long way and is very important.  It is easy to manage a clinic when everyone has "buy-in".

Porter-O’Grady, T., & Malloch, K. (2011). Quantum leadership: Building better partnerships for sustainable health. Burlington, MA: Jones & Bartlett Learning.

MS-response-two

A clinical microsystem is a small independent group who work together within a larger organization to provide care to a specific group around a common purpose. The team lead brings all members together so discuss the purpose, evaluates the goals and outcomes with the use of data.  This is done within a safe, equal, educational work environment with open communication.  Effective leadership is necessary to prevent interruption to the plans caused by conflict. 

 

Conflict a natural occurrence amongst two or more individuals.  It is something that is prevented, managed, feared and can cause harm if avoided.  Communication and collaboration are two ways to resolve conflict within a clinical microsystem.  When conflict is managed properly it can lead to productivity through understanding the other, which improves relationships.  New ideas and revelations are discovered as different points of views are explored.  It is the differences within a group that influence the teams productivity, where on is weak the other is stronger.  Without conflict there will not be change.  New ways will not sought out and new leaders would be looking for followers to improve outcomes. 

 

Mediation is needed when conflict has gone beyond the simple means of resolving.  A third party is involved to help those involved open their minds up to realize the big picture and how they can work together to achieve a common goal.  All parties involved come to a compromised agreement and are now able to rejoin the team. 

 

Porter-O’Grady, T., & Malloch, K. (2018). Quantum leadership: Creating sustainable value in health care (5th ed.). Burlington, MA: Jones & Bartlett Learning.

MS-04 response three

In order to choose one particular leadership style that would be best suited to manage conflicts in the clinical setting and would also improve the function of the microsystem, it is important to examine the different leadership styles. Transformational nurse leaders put nurses and nursing at the forefront, they are positive when facing pressure, they form connections with others, they function as a mentor or a role model, and they abide by a set of core values. Emotionally intelligent leaders are sympathetic to the feelings and well-being of themselves and those around them and reflect on their own emotions to make decisions. Resonant leaders empower those around them with confidence and energy that allows their colleagues to feel strong and capable of achieving their goals. Participatory leaders have vast knowledge, experience, and skills that allow them to get things done. Transactional leaders are task-oriented while autocratic leaders are power-oriented, closed-minded, and controlling. Laissez-faire leaders are also task-oriented but leave the decision-making to others and have more of a "hands-off"approach (Cope & Murray, 2017). 

Based on the different styles of leadership, the one most ideally suited to manage conflicts would be the transformational leader. Nursing units that have a transformational leader have low staff turnover, high morale, are committed to patient care, work well as a team, appreciate the goals of the unit, demonstrate a sense of achievement, and elevated levels of patient satisfaction (Raup, 2008). While these things do not necessarily indicate a lack of conflict, a unit that has a transformational leader may have less conflict. When there is conflict, however, the transformational leader is best suited to handle it as they focus on behaviors, attributes, inspirational motivation, intellectual stimulation, and individual consideration (Manning, 2016). This is important when dealing with conflict because a leader will need to look specifically at the facts, the behaviors, and the individuals involved in order to facilitate a resolution to the conflict. Acting upon one's emotions, being closed-minded, or not dealing with the conflict at all will not be helpful. 

When conflict occurs, it tends to have a domino effect in that it starts affecting others. If a conflict is between two nurses, for example, other nurses become aware and may become involved by taking sides. Conflict is usually associated with negative feelings and behaviors which can then be unintentionally passed on to others, including patients. In order for conflict to be managed and to improve the function of the microsystem, a transformational leader is the best choice. 

Cope, V., & Murray, M. (2017). Leadership styles in nursing. Nursing Standard, 31(43), 61-69. doi: 10.7748/ns.2017.e10836

Manning, J. (2016). The influence of nurse manager leadership style on staff nurse work engagement. The Journal of Nursing Administration, 46(9), 438-443. doi: 10.1097/NNA.0000000000000372

Raup, G. H. (2008). The impact of ED nurse manager leadership style on staff nurse turnover and patient satisfaction in academic health center hospitals. Journal of Emergency Nursing, 34(5), 403-409. doi: 10.1016/j.jen.2007.08.020