About this Video

• Video Title: Performance Assessment Conflict Management
• Channel: Joseph Kathukya
• Speakers: Raymond (Nurse Manager), Jenna (Pharmacy Manager)
• Duration: 00:02:47

Introduction

This video depicts a conflict management scenario between a nurse manager (Raymond) and a pharmacy manager (Jenna) in a hospital following a 10% workforce reduction mandated by the CEO. The layoffs have led to increased workloads, excessive overtime, and conflicts between departments regarding medication verification and prescription filling. The video shows their meeting to discuss these issues and find solutions.

Key Takeaways

• A 10% workforce reduction in a hospital caused excessive overtime and increased workload for remaining staff.
• Conflicts arose between the nursing and pharmacy departments due to increased workload and shifting responsibilities.
• Raymond (Nurse Manager) feels frustrated by the increased workload on his nursing staff, who are struggling to handle medication requests.
• Jenna (Pharmacy Manager) feels pressure due to pharmacists taking on additional medication verification tasks previously done by nurses, impacting their prescription filling time.
• Both managers acknowledge the stress and overwork affecting their teams due to staff reduction, but blame each other for inefficient workflows. There's a lack of collaborative problem-solving.

A1. Interpersonal Communication Behaviors Escalating Conflict:

Raymond:

1. Blaming and Accusatory Language: Raymond repeatedly blames the pharmacy department for the slow medication verification process, using phrases like "the pharmacists are too slow," and "other departments are using this staff reduction as a way to say they can't support the entire team." This accusatory tone immediately puts Jenna on the defensive and prevents collaborative problem-solving.

2. Defensive Posture: Raymond becomes defensive when Jenna points out the pharmacists' struggles with reduced staff and increased workload. Instead of acknowledging shared challenges, he insists on the nursing department's plight, furthering the adversarial dynamic.

Jenna:

1. Passive-Aggressive Response: While Jenna acknowledges the pharmacists' difficulties, her response to Raymond's accusations is passive-aggressive. Instead of directly addressing the issue of medication verification delays, she deflects by highlighting the pressure on her team to ensure patient safety, implying that Raymond is at fault for not understanding the situation. This doesn't promote open communication or collaboration.

A1a. How the Behaviors Escalated the Conflict:

Raymond's blaming and accusatory language created a hostile atmosphere, preventing a constructive dialogue. His defensive posture further hardened both parties' positions, making finding common ground difficult. Jenna's passive-aggressive response, rather than directly addressing the problem, fueled the conflict by creating an environment of mutual distrust and resentment. The lack of empathy from both sides hindered their ability to reach a solution. Each comment further fueled the other's negativity, creating a cycle of blame.

A2. Alternative De-escalating Communication Behaviors:

Raymond:

1. Empathetic Inquiry: Instead of blaming, Raymond could have started by acknowledging the shared difficulties stemming from the staff reduction. He could have asked open-ended questions to understand Jenna's perspective, such as: "Jenna, I know we're both understaffed. Can you tell me more about the challenges your team is facing with medication verification?"

2. Collaborative Problem-Solving: Rather than becoming defensive, Raymond could have focused on finding mutual solutions. He could have proposed a joint effort to optimize workflows and suggest ways both departments could better support each other. For example, "Perhaps we can brainstorm some solutions together to improve the efficiency of medication verification and ensure timely delivery to patients."

Jenna:

1. Direct and Honest Communication: Instead of passively addressing Raymond's concerns, Jenna could have directly and openly addressed the challenges within the pharmacy department, avoiding indirect blaming. For example, "Raymond, I understand your frustration. Our team is also struggling with increased workloads. The extra medication verification is indeed slowing us down on prescription filling."

A2a. How the Alternative Behaviors Could Have De-escalated the Conflict:

Raymond's empathetic inquiries and collaborative approach would have created a more receptive environment for discussion, fostering mutual understanding and a shared sense of purpose. Jenna's direct and honest communication would have helped build trust and transparency. Openly sharing the challenges faced by the pharmacy department would have created room for joint problem-solving rather than mutual blame. By avoiding accusations and focusing on collaboration, both parties could have worked towards finding solutions together.

B. Negotiation Steps and Improved Communication:

Here's how Raymond and Jenna could have handled the conflict differently, addressing each negotiation step:

1. Pre-negotiation:

• Raymond: Before the meeting, Raymond could have prepared by gathering data on medication processing times, nurse workload, and potential solutions. This would have armed him with concrete information for a more productive discussion.
• Jenna: Jenna should have done the same, collecting data on pharmacist workload, verification times, and bottlenecks. Preparing a concise summary of the pharmacy department's challenges would have helped make her case more clearly and constructively. Both should have chosen a neutral location that promotes privacy and professional communication.

2. Opening:

• Raymond: Instead of starting with accusations, Raymond could have opened the conversation by acknowledging the shared challenges of staff reductions and expressing his desire for collaborative problem-solving. "Jenna, I know we're both dealing with the impact of the recent layoffs. I'd like to discuss how we can work together to ensure both our teams and our patients are best supported."
• Jenna: Jenna could have started by acknowledging the issue, expressing empathy for Raymond's concerns while also clearly stating the pharmacy department's perspective. "Raymond, I agree the situation is tough for both of us. The nurses' needs are important, but we're also under significant pressure in pharmacy."

3. Exploration:

• Raymond & Jenna: Both should have actively listened to each other, asking clarifying questions to understand the other's perspective, needs, and constraints. This could involve asking about specific challenges, workflow bottlenecks, and ideas for improvement. They should use active listening techniques such as paraphrasing and summarizing to ensure they fully comprehend each other's positions.

4. Bargaining:

• Raymond & Jenna: This step involves exploring potential solutions, considering trade-offs, and creating options. They could discuss reassigning tasks, re-allocating resources, prioritizing tasks, and seeking additional temporary help. They could explore using technology to streamline medication verification and improve patient communication. The discussion should involve collaborative problem solving rather than adversarial negotiation.

5. Agreement:

• Raymond & Jenna: This involves reaching a mutually acceptable agreement on solutions and actions. This agreement could involve a revised workflow, a plan for resource allocation, a timeline for implementation, and a method for monitoring progress. Both parties should commit to implementing the agreement and regularly reviewing its effectiveness. The agreement should be documented and shared with relevant stakeholders.

By following these steps and practicing improved communication techniques, Raymond and Jenna could have transformed the conflict into an opportunity for collaborative problem-solving, leading to a more positive outcome for both departments and their shared goal of ensuring patient safety.