[Sharon]

Think of an example of when you were involved in a work conflict where it was actually a productive conflict. Share your story on the online discussion forum.

[Alhasan]

In our management team, we encountered a conflict regarding the optimal approach for medication administration training for our staff. Some team members advocated for virtual training, citing the ease of onboarding and flexibility it offered. Conversely, others, including myself, believed that a hands-on approach was more effective in engaging staff and ensuring practical competence.

Despite the differing opinions, we engaged in a productive conflict by focusing on the core issue and avoiding personal attacks. We reassessed and reevaluated our existing training program, openly discussing the pros and cons of each approach. Through constructive debate, we recognized that both virtual and hands-on methods had valuable aspects.

As a result, we developed a hybrid training program. Staff members initially complete a comprehensive virtual training module, which provides foundational knowledge. This is followed by hands-on training sessions to reinforce practical skills and ensure proficiency in medication administration.

Although this hybrid approach takes a bit longer to complete, it has proven to be highly effective. We observed a significant reduction in medication errors and incidents, and staff feedback indicated that they preferred this combined method over previous training programs. The success of this hybrid approach has led us to adopt it as our standard training protocol, demonstrating how productive conflict can lead to innovative and effective solutions.

[Claire]

Hi Alhasan,

I found it refreshing that your management time listened to your team and decided to put the effort into creating a hybrid training model. I have worked in many environments where that consideration and accommodation just would not have occurred. I am equally impressed at its efficacy with a marked decrease in med errors. Congratulations!

Great post. Thank you Alhasan.

[Carmen]

There was a time during one of our team reviews when the interdisciplinary team had a disagreement on the best care plan for a patient. We had a productive discussion, bringing up different perspectives and evidence. This conflict led us to a more comprehensive and effective care plan.

[Rebecca]

Hi Carmen,
This was great to read, I can appreciate when those meetings end up opening up a lot more and brining more to the table to be able to address and work on all at once and better able to prioritize. It’s like once the conversation starts flowing everything comes to light. Also, can appreciate there are more participants who can also speak to more. Much like when I have case conferences in the community, and we involve the entire care team and we are much more productive in-person than over emails all at once.
Thanks for sharing.

[Claire]

I feel that our team had a great example of a productive conflict situation regarding our work schedules at our last staff meeting.

There has been people discussing their desire for a 4 shift/ 5 off vs. the 4 shifts/4 off module we have at our Hospice. We had been fearing conflict and having toxic “back channel” discussions that were not productive. With some mining we decided as a group to bring it forth to upper management to consider.

At our meeting we supported and validated each other with real -time permission to be honest. We didn’t retreat when we received an opposing perspective from our management team. By creating a safe space such as a closed meeting and not being on the floor with an assignment we were able to have a constructive discussion the expressed both of our side and realities. While the resolution I feel was not truly collaborative as we were not able to change our 4 on/4 off schedule to that of 4 on/5 off, it was productive in that we were given other solutions to create more wellness days which was the essence of our enquiry for change in the first place.

[Melissa]

A productive conflict I was involved in at work involved resident care and behaviours. In the long term care home I work at we have a secured dementia unit and a lot of these residents have some sort of behavioural concern. An issue arouse where staff would complete care as they were so task focused even if a resident was becoming aggressive and agitated instead of letting the resident de-escalate and reproach. Without doing this staff were getting hit/kicked etc and would become upset regarding this. They also often would not report to the RPN till end of shift not allowing registered staff to try administering a PRN medication. Our team got together and had a discussion regarding this issue and were able to collaborate in finding the best solution to this conflict that everyone could apply to have the best outcome for both our residents and staffs safety and wellbeing.

[Kristina]

Hi Melissa,

Thanks for sharing. I do agree with that you and your team did. Coming together to discuss the issues that need to be addressed and embrace the different suggestions and educating the PSW’s on ensuring a PRN is given to the resident is great. I enjoyed reading this, thank you.

[Rebecca]

An example of a time I was involved in a conflict and it was a productive conflict; was when a new staff had called in to refuse supporting a client as the client was a safety risk for 1-person transfers, the client was needed to be seen that evening, and clients regular was off. I called the family to review the concern to which family offered to be in support of staff, family was unaware that staff were having a difficult time in transferring client as the regular was “managing”. After speaking with family, I reviewed this with the staff to which staff was extremely thankful and supports were now in place for the visit. Client was cared for, staff remained safe, and OT was requested to reassess client to ensure future planning is in place. Collaborating with the family as capable was the resolution technique used and was successful.

[Janet]

I also often encounter conflicts when staff members are hesitant to provide care for clients who present challenges. To address this, I work to understand their concerns and explore potential solutions together. I also reach out to families for support in caring for their loved ones. By collaborating with patients, families, and care providers, we can work together to resolve issues effectively.

Supporting our teams creates for a positive environment.

[Janet]

When I started my new role, there were several new hires undergoing training at the same time. A staff member, who was about to go on leave, was responsible for training me and a colleague. On our second day of shadowing, we learned that this staff member would not be returning, as they were about to begin their leave of absence.

With this sudden change, my colleague and I had to quickly adapt and learn various aspects of the role based on the limited training we had received. This led to some conflict when upper management questioned why certain tasks were incomplete. We had to explain that we hadn’t been trained in those specific areas.

Despite the challenges, working under a management team that embraced a leadership approach rather than an authoritative one allowed us to receive constructive criticism and view these difficulties as learning opportunities.

[Sherri]

At one time a work conflict involved the incontinence care team. A residents change in status had become an issue. This menopausal women suddenly developed a prolapse. At a financial perspective it was feasible to keep her in a pull-up. I advocated for her and voiced that in respect of her dignity it would be best to change to a full brief with the option of a mini pad or liner. This was/is a productive conflict today.

[Sherri]

Janet,
I like how you support your team and create a positive environment, and by also reaching out to the families. It looks as though, this is quite effective.

[Ruth]

In my role as a nurse, I encountered a productive conflict when an independent care giver refused to take care of a client unless there was someone to watch when the care was given, as the client was exhibiting aggressive behavior towards her and making it difficult for her to provide care effectively. The client had to receive PM care, and the manager of the outside caregiver requested that our organization assign someone to be present during the caregiving so that the caregiver could do her job without any problems. However, assigning a staff member to watch every time the client received care was difficult, and that could not be a lasting solution. Besides, it was difficult to transfer a client to regular management without a family agreement, as it involved some cost. Therefore, I raised the issue with my manager, and we had a discussion about the best approach to handling the situation through open communication and collaboration. We were able to come up with a plan, and then I spoke with the client’s family and explained the issue. The family agreed with the idea the staff presented, and with this, the staff was pleased, and the client had received the needed care. The issue was resolved successfully.

[Kristina]

I often find that when my workplace has monthly staff meetings, it allows for work conflict to be embraced. In our staff meetings this makes for productive conflict, we often discuss what is working well, what doesn’t, how we can change for the benefit of our residents, and suggestions on how to help improve our clinical programs.

[Author]

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