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Conflict management case study

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Author Conflict management case study

trelcola

(offline)

  • Joined: Aug 2008
  • Location: Wingham NSW
  • Posts: 2

Fri Aug 29, 2008 1:08 pm

I am currently doing Cert 1V in aged care and am having trouble with this assignment because I am having conflict problems myself and cant get my head around it. I am employed as an AIN but have found myself stuck in cleaning and kitchen work. I have had 2 nursing shifts in 3months and am not happy. Talking to my DON does not help.My assignment is: A conflict has arisen in your work place. You are team leader for 18 residents and the majority of staff in your wing work regular shifts, morning, evening or night duty. It is becoming evident that each shift is becoming critical of the one preceding it in regard to resident care and associated duties, resulting in animosity between the staff. The teams are looking for opportunities to point out errors or nomissions in care of the previous shift, and individuals are being targeted. Time is being spent scrutinising the work of the preceding shift, resulting in time lost in caring for the residents, and conflict at handover time. Morale is low and sick leave is increasing.
We must describe the conflict between the parties involved, identifying: the cause of the issue, what stage the conflict is at, the individual needs and fears of each person/team, any common areas of concern, individual communication barriers and organisational issues that may be contributing towards conflict.
We must then identify: important steps in enablinga resolution of the conflict, specific stategies and options that could be used to facilitate a constructive outcome, organisational policies and procedures which might assist in resolution of the conflict, any other resources and support that are available and could be accessed to assist in resolving the conflict in this organisation(e.g. mediators,debriefing,stress management,staff and professional development,team building stategies).
This is all to be presented in report format.
I would appreciate any help someone can offer. Thank you.

Robertchill

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  • Joined: Aug 2008
  • Location: Sa
  • Posts: 6

Sep 17, 2008, 03:56 pm

Wow i dont blame you for finding that one difficult
hmm id just break it down as much as i can and solve each problem at a time
First how do you stop staff scrutinising each other Id shake it up a bit put some of the night shift on morning shift and vice versa so that people are mixing with everyone if everyone is all friendly they are less likely to look for minor flaws in a friends work ........ unfortunatly after that im drawing a blank

let me know if that helps tho

Senior RN

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  • Joined: Dec 2008
  • Location:
  • Posts: 24

Dec 25, 2008, 10:41 am

Hi there Trelcola,

I've experienced this many times.

As an AIN Team Leader, you need to start off with the ' chain of command '. That is, report issues to your RN in charge of the shift or work area. The DON is likely to be too busy, dealing with higher level matters.

As the RN myself, I've taken verbal reports of this behaviour, and I've noticed it during 'hand over'.

For my workplace / employer, it came down to the use of 'pads'. Each shift had their allocation of incontinance pads, and of course, you can't always predict a resident's needs each and every shift.

So, when the issue arose, I stepped in, and said, " no problem, I'll get more". I didn't tolerate the employer depriving the residents pads, due to cost factors. It basically meant, that I had to stand up to the DON / employer, and state the case for more pads.

As for the conflict between the AIN staff, I simply mediated the issue, hearing brief statements from both sides, then making a decision on any further action needed.

Essentially, both sides need to be heard. Both sides usually believe, they are correct, and not the other party. That's why another independant person ( the RN ) needs to make the final decision. Personalities start to creep into workplace conflicts. Might be a better tactic to let some people 'appear' to win, but then take the issue up with the RN / NUM / DON later, as part of ' Quality Improvement '.

regards,

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