What are the three forms of communication often used when two sides seek to reach an agreement
Answer the questions associated with the case study.
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part 1
Susie Smith, a nurse manager of a 77-bed orthopedic unit, is trying to get the pharmacy to deliver medications earlier in the morning. The clinical nurses are unable to schedule procedures in a timely manner, complete all required treatments, and medicate clients on time because of the late pharmacy delivery. Nurse Smith has scheduled meetings with the pharmacy manager. She has determined the exact time required for timely delivery to the unit and for proper client medication delivery. After brainstorming to identify options, she has decided that she will not back down on her demand that the medications be administered earlier. When Nurse Smith meets with the pharmacy manager, she clearly states the problem and asks for input from his perspective. The pharmacy manager tells Nurse Smith that he cannot change the time schedule because he will upset his workers and their organization. Nurse Smith empathizes with him but reiterates that for quality care, it is essential to administer medications in a timely fashion. Nurse Smith offers to work with him in analyzing delivery times to help develop a different schedule that meets everyone’s needs. The pharmacy manager declines and tells her that it is her problem, not his. What should Nurse Smith do?
What are the three forms of communication often used when two sides seek to reach an agreement? Which of those is being used here?
A patient in the orthopedic unit suffers a significant setback in his recovery when he cannot function properly during physical therapy because his pain medications were not available at the right time to enable him to participate pain-free. The physicians on the orthopedic unit speak out in support of the patients’ needs to receive medications in a timely fashion. As a result, a small task group is made up of Nurse Smith, the pharmacy manager, and two staff members from both departments. Because she was the one who tried to spearhead this change, Nurse Smith is made the group leader. Not wanting to alienate the already defensive pharmacy team members, she decides she will only use an empowering style of leadership. Do you agree with her?
part 2- anice Menovich, a nurse manager on an oncology unit, is trying to increase the skill mix from 50% registered nurses (RNs) to 62% RNs. Nurse Menovich believes that it is essential to have a high percentage of RNs because of the chemotherapy that they are required to administer. Jessie Salee, a nurse manager in a surgical unit, is also trying to increase the skill mix of RNs from 50% to 55%. Nurse Salee believes that it is important because of the increasing condition severity levels and decreasing time in the recovery room, especially on the 3-11 PM shift. The vice-president of nursing has announced that there will be a small increase in RN positions (approximately five new RN positions) and that she would like proposals from the managers on how to allocate the scarce resources in the best possible way. Nurse Menovich decides that she needs all five positions and writes up a detailed report, which she gives to the vice president of nursing. She makes an appointment with the vice president of nursing to follow up on the memorandum. The vice president of nursing asks Nurse Menovich whether she can negotiate for fewer RN positions so that Nurse Salee’s unit also can be allocated new positions. Nurse Menovich states that she can prove why she needs the RN positions more than Nurse Salee and that she will do what it takes to obtain the positions for her unit.
Which type of conflict is described in this case study?
What conflict management strategy or mode is Nurse Menovich using to get all of the RN positions?
What conflict management strategy or mode is Nurse Menovich using to get all of the RN positions?
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