Scenario: Gender, cultural, and generational differences add to the challenges of interpersonal communication, especially when mixed in a stressful healthcare environment. Many times the conflict progresses and may involve some level of bullying. You recently graduated from an RN-to-DNP program, you belong to the millennial generation (also called Generation Y), and you were just promoted to Director of Critical Care Services. It feels like you have been in school forever, but you still managed to work 20-30 hours/week as a charge nurse on a busy cardiovascular (CV) step-down unit throughout school.
The Nurse Manager from your CV-ICU, who is a female and belongs to the Baby Boomer generation, has informed you she is closing four beds for the night shift due to inadequate staffing levels. When you object to her plan, she states, “You don’t know what you are talking about; this is what is done when you don’t have enough staff.”
You present the staffing dilemma to your Chief Nursing Officer (CNO), who is a male and also belongs to the Baby Boomer generation. The CNO responds by stating, “Your nurse manager’s solution is not an option. I hired you for this job because of your education, clinical experience, and ability to bring new ideas to the department. Closing beds is not an option; figure it out.”
Instructions:
Read the Scenario above, and then answer the questions below:
What is the source of this conflict?
What type of conflict does this represent?
Apply the best resolution strategy to address the staffing issue with your nurse manager.
What is the best response and course of action to the statement made by your CNO to “figure it out.”?
Sample Answer
Sample Answer
Source of Conflict: The conflict in this scenario arises from a disagreement regarding the staffing levels in the CV-ICU. The Nurse Manager wants to close four beds due to inadequate staffing, while the Director of Critical Care Services objects to this plan.
Type of Conflict: This conflict represents an intergenerational and hierarchical conflict, as it involves differences in age (Baby Boomer vs. Millennial) and positions of authority (Nurse Manager vs. Director of Critical Care Services).
Resolution Strategy: The best resolution strategy to address the staffing issue with the Nurse Manager is collaboration. Since the Director of Critical Care Services has been promoted for their education, clinical experience, and ability to bring new ideas, it is important to leverage these strengths and involve the Nurse Manager in finding a mutually agreeable solution. By working together, they can combine their expertise and perspectives to develop a staffing plan that ensures patient safety while addressing the concerns of inadequate staffing.
Best Response and Course of Action to the CNO’s Statement: In response to the CNO’s statement to “figure it out,” the best course of action is to take initiative and develop a comprehensive plan to address the staffing issue. The Director of Critical Care Services should:
Conduct a thorough analysis of the current staffing situation, taking into account patient acuity, workload, and available resources.
Explore potential solutions such as temporary staff augmentation, reassignment of resources from other units, or seeking assistance from external agencies.
Develop a proposal outlining the identified options, their feasibility, and potential implications for patient care and staff workload.
Schedule a meeting with the CNO to present the proposal, ensuring to communicate the potential risks and benefits of each option.
Engage in open and respectful dialogue with the CNO, highlighting the importance of patient safety and the need for adequate staffing.
Collaboratively work with the CNO to make an informed decision that aligns with organizational goals and prioritizes patient care.
By taking a proactive approach and demonstrating leadership skills, the Director of Critical Care Services can address the CNO’s directive while ensuring that patient safety remains paramount.
