How to resolve conflict in the workplace assignment

Making it necessary to uphold our professional competencies continually. The nature of the health care system and the technology nurses use is continually changing and evolving. The result is vital and we as nurses must become adaptive to these changes. Generational conflicts may arise as a result of the constant changes. Workplace issues between nursing staff of different generation can often be unpleasant and unproductive, which may cause work conflicts, interpersonal tension, decreased productivity and employee dissatisfaction (Jaie, H 2004, p. 334).

Proper nursing management is required in order to maintain proper conflict resolution skills and strategies in dealing with generational difference among nursing staff in a acute care setting. This paper will further discuss roles of nursing leadership in identifying, confronting and managing the issue of generational conflicts among nursing staff, through the use of the process model. Differences of Generations There are four main generations. The silent generation, born between 1922 and 1942; the baby boomers, born from 1943 to 1960; generation X born from 1961 to 1980 and millennial generation, born after 1981 (Jaie, H 2004, p. 34). All four generations are fundamentally different. The silent generation is typically loyal to authoritative figures and to their employment organization (Wiek, 2004 p. 10). Baby boomers are generally known to be workaholics perpetually concerned about their work performance, promotions and titles. Baby boomers tend to stay at one job until retirement, due to their sense of loyalty to their employer and chances of future advancement in the company (Wiek, 2004 p. 10).

Fourthly, these intentions result in behaviors that evoke a reaction (Hibberd & Smith, 2006). The reaction may change the individual’s thoughts and emotions relating to the conflict. Fifthly, outcomes such as resolution are produced as a result of discussing the conflict (Hibberd & Smith, 2006). Once a nurse manager is capable of identifying and recognizing the five stages of conflict, one can apply and utilize the process model and different leadership strategies to produce conflict resolution among their staff. Process Model

Subsequent to the nurse manger identifying the stages of conflict, it is then possible to utilize strategies from the process model to deal with the generational conflicts occurring the workplace. Many individuals believe conflict resolution is not a learnt skill but a innate behavior one is born with. The process model created by Thomas (1992), identifies five conflict management strategies one can utilize when confronting and dealing with generational conflict. The five conflict management strategies are competing, compromising, avoiding, collaborating, and accommodating.

By doing so, one facilitates open communication and provides socio-emotional support. There are many different styles the nurse manager should become adaptable for due to the different scenarios they may encounter when dealing with generational conflicts. An autocratic leader exerts high levels of power over his or her team members (Hibberd & Smith, 2006). A bureaucratic leader manages their staff according to procedures and policies. This leadership style enforces the rules at all times (Hibberd & Smith, 2006). A democratic leader often involves other staff members to contribute to the decision making process.

This typically increases work satisfaction and facilitates open communication (Hibberd & Smith, 2006). Laissez-faire leadership style literally translates into leave it be. This leadership style relays on their staff to resolve their own conflicts (Hibberd & Smith, 2006). It take confidence, people skill, motivational skills, responsibility and integrity for a nurse leader to effectively manage their nursing staff in situations of generational conflict. According to Arnold and Boggs conflict can be healthy and lead to growth and teamwork.