[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.

[Stephanie]

A time where I was involved in a work conflict that was productive was when I first began my role in primary care. The previous staff had been administering medication from pt. vials that had been opened more the 30days. As per monograph for this medication after 30 days the medication itself can loose its potency and not be as affective for future doses. There was a conflict that arise as patients were not use to having to bring in medication more frequently, more refills for prescriptions needed to be sent for the patients by primary care providers and Older staff were not open to change from new staff members. Overall it better improved the care of the patients and they are now happy and excepting of the change knowing there dose of medication can be more effective this way.

[Amit Kaur]

Hello Stephanie
Thank you for sharing you experience.You did the right thing for patient safety.All nurses regardless of their designation and area of practice, must follow CNO practice standards and guidance regarding medication administration,which includes Dr order and pharmacy directions.

[Donna]

A productive conflict I experienced at work happened when my team and I disagreed about how to handle medication error documentation. Some of my colleagues felt that only major errors should be reported, while I believed that even near-misses needed to be documented to improve patient safety. At first the discussion felt intense, and I was a bit nervous to voice my opinion. However, after an open and respectful conversation during our staff meeting, we realized that everyone shared the same goal which is to prevent harm and promote safe practice. Together, we developed a clearer protocol requiring all medication incidents to be reported and reviewed.
This experience taught me that healthy conflict, when handled constructively, can lead to positive change and stronger teamwork.

[Jessica]

I am glad you were able to take something positive out of your experience.
I feel as though many organizations experience under reporting, I am glad you were able to find a clear protocol for what is required to be documented. I am curious to see if your organization saw an improvement in documentation after the change in protocol.

[Mauei Caela]

Hi Donna,
It must have been very uncomfortable for you at that time, but you are courageous for standing up for what you know is right. I can relate to the challenges you’re talking about. In my own work, I’ve learned that even small errors can have big consequences if not reported. Our manager emphasizes the importance of reporting and documenting incidents, not to place blame, but to identify areas for improvement and provide targeted training. This approach helps us learn from our mistakes and prevent them from happening again in the future.

[Jessica]

A productive conflict that I was involved in had been ongoing for the past 3 years.
When I began my role in infection control, I took on the responsibility of assessing and organizing flu vaccines for our longer stay patients on our post acute units. Our organization lacked a policy or medical directive so the process was time consuming. I had to assess Patients, gather consents from the Patients/SDMs, request the order from the doctor, communicate with pharmacy and administer the vaccines. This process took days or even weeks to accomplish on top of my daily routines. I had been advocating for a medical directive or a more organized process over the past few years but often more important and urgent matters arose and the vaccine program was left on the back burner. Finally, this year the organization was able to create a more efficient process that does not require IPACs involvement. Pharmacy and the unit Nurses are responsible for the process and it appears to be going much smoother. Although it took some time, the conflict was finally addressed and a more effective solution was established.

[Katherine]

It’s great to hear how your persistence over the years led to a more efficient process. I like how you turned an ongoing challenge into a productive conflict that ultimately improved workflow and patient care. It’s a good reminder that addressing systemic issues often takes time, but advocating for change and staying focused on the goal can lead to meaningful solutions.

[Miriam]

HI Jessica,

I’m glad you were able to come up with a productive solution that highlighted your proficiency. Definitely showcased your leadership skills.

[Kayla]

A productive conflict i have been involed with would be one regarding the careplan of a client. It was a veru unwell difficult client that the team was at a loss on, no one could agree on how to deal with client and what their careplan should be. So we all had an open discussion and listened to each others ideas and opinions and were able to come to an agreement on the clients careplan and what approach would be best for the client.

[Stephanie]

I like your productive conflict example. It was the team that was stuck but came together to overcome a conflict, and resulted in a care plan designed for that client. Thanks for sharing.

[Katherine]

I experienced a conflict that turned out to be productive. Our team was reviewing how to coordinate community visits for a complex client. I felt we needed more structured communication and documentation, while a nurse on the team believed the current process worked fine. At first, our discussion was tense because we both felt strongly about our perspectives.

Instead of avoiding the disagreement, we brought it forward during a team meeting. With support from our manager, we were able to focus on improving the process rather than proving a point. The open discussion led to a new system that balanced structure with flexibility, ultimately improving client coordination and reducing overlap.

This experience reflected what Lencioni (2002, 2005) describes as productive conflict — open debate around ideas that strengthen a team. It also supports Kelly and Crawford’s (2012) view that conflict, when handled constructively, can lead to innovation, better communication, and stronger teamwork.

[Stephanie]

Hi Katherine!

Thank you for sharing, It was great that although you and your team had conflicting perspectives it was great that you were able to both express your views in a professional manner and both share how your ideas would benefit your team and come to a productive conclusion.

[Amit Kaur]

A productive conflict where I was involved, About 5 year ago we moved to new city and new job, This new work place was more paper based facility,not much technology,only basic PCC .At my previous work place I had worked more with new technology and very less paper work. New job was very much time consuming for me,old style.
Many times when I was asked for opinions in survey,in-service,team huddles.I always encouraged to bring more technology to support staff and reduce paper work,save time for resident care.Many staff member opposed it oh we are old school,don’t want new learning.But I continue to advocate quality improvement.
Finally last year a new skin and wound app, online labs came in. At the beginning it took a bit of time for everybody to learn Now staff are happy with less paper work and quick,clean assessments,quick results check before Dr round.

[Anastasia]

I experienced this in many workplaces. The transition from paper to electronic is always scary for people, especially older staff. When we transitioned there was a lot of conflict but once everyone accepted the change and started using the new programs, they agreed it was a lot easier and easier to find data you are looking for.

[CHUNYAN]

As a RPN working in long term care day shift, I often supervise a team of five PSW . One situation that stands out to me was a disagreement between two PSWs during a busy morning hours. One staff member preferred to complete all morning care for all of her residents first, while the other believed it was more important to prioritize getting residents ready for breakfast early. Their disagreement became tense and started to affect communication between them. At first , I noticed frustration on both sides–they were both trying to do their best for the residents, but their approaches were different, instead of letting the conflict continue, I decided to step in and facilitate a short discussion. I reminded them that everyone has the same goal: providing the best care and maintaining residents’ comfort and dignity. I encouraged each of them to explain why they felt their method worked best. Listening to both sides helped them understand each other’s perspective.
Together, we came up with a plan to combine their ideas . One PSW would start the morning care for residents who need extra time, while the other would assist residents who are ready for breakfast earlier. This way, both approaches worked hand in hand, and workflow became smoother.
This conflict turned out to be productive because it led to better teamwork, improved scheduling and a stronger sense of communication among the staff. I learned that when handled properly, conflict can actually bring positive change, improve collaboration, and strengthen relationships within team.

[CHUNYAN]

Hello Donna ,
I am a unit nurse and handing medication to our resident everyday .I am so proud of you brought this disagreement up and after discussion turned the potential source of conflict into productive conflict. I really agree with you . Resident’s safety and healthy is the first priority . It is crucial to prevent resident get any harm, great point.

[Anastasia]

A situation that stands out to me involved a young client with cerebral palsy who was very independent and wanted to maintain that independence despite her increasing care needs. The client received three visits a day, with two of those visits supported by the same staff. Over time, staff began expressing concern that she was becoming a two-person assist for transfers, but both the client and her mother disagreed. They were adamant that an OT assessment was not needed because they feared it would lead to recommendations for a mechanical lift or the introduction of new staff, which they did not want.

This created some tension between the care team and the family, as staff safety and client dignity were both important considerations. Instead of forcing the issue, we took a gentle, collaborative approach. Through ongoing, respectful communication, we were eventually able to build trust and help the mother and client see that an OT assessment could actually support their goal of maintaining as much independence as possible.

Once the OT completed the assessment, several helpful recommendations were made that improved transfers and made the process safer and easier for both the client and staff.

This experience showed me that conflict can be productive when handled with empathy, patience, and open communication. What began as a disagreement ultimately led to a better understanding, stronger collaboration, and improved outcomes for everyone involved.

[Miriam]

Being a unit nurse in LTC, I often have to mediate conflicts between PSWs. My residents range from assistance for care to total care, with many who use mechanical lifts. (It’s a heavy unit). We were down 2 beds as 1 resident had passed and 1 in hospital. Some PSWs didn’t like how their group of residents and workload was much heavier than the other PSW (who had empty beds). I sat down with the team at start of shift to come up with a resolution.
For the PSW who had 2 residents less for care, it was agreed upon them helping relieve the workload from the others. They took on 1 lighter care resident and a 2nd bath from another. They all worked well together the remainder of shift, It was a productive conflict as it’s now a more regular used plan since then.

[Tina]

Thank you for sharing, It can be difficult in LTC and being the lead at times, as not always are there resolutions or PSWs do not always work well. Glad your resolution was a success.

[Tina]

A productive conflict where I work was once with a PSW. We conflicted over the use of lactulose, She was upset i would give the residents the medication. This in turn made her job harder she felt, as the residents then had more BMs. Through resolution of this conflict, she learned, I hope, that I have to follow bowel protocols and doctors orders. She was instructed that if a resident has been having frequent BMs, I need to be informed, as I am unable to do much it not made aware. She then more often informed me if a resident had a BM early and I could hold the medication and inform the doctor for reassessment.

[Mauei Caela]

I recall a challenging conflict involving a vent-dependent patient at the end of life with complex care directives influenced by their religious beliefs. Despite a shift to comfort care, the family insisted on continuing treatments like IV hydration and PEG tube feedings, which the team believed were causing unnecessary suffering. The patient’s condition worsened, with symptoms like high gastric residual volumes and edema. When doing oral care, we have noticed that due to full mask bipap pushing the air through his nose and mouth, his tongue started to roll backward; It was very distressing to care for the patient at this point. After extensive discussions with the interprofessional team, including the patient’s Imam, the family eventually agreed to withdraw treatments. The patient was kept comfortable with palliative care, and shortly after removing the BiPAP, they passed away peacefully. This experience highlighted the importance of empathy, clear communication, and collaboration in navigating complex end-of-life care decisions.

I appreciated a nurse who helped me understand the family’s perspective on end-of-life care, which was influenced by their religious beliefs. Our manager also played a key role in supporting the patient, family, and staff, ensuring the staff had emotional support and rotating assignments to manage the emotional toll. This conflict was productive, as we learned to advocate for patients and work with families to respect their wishes and beliefs in complex medical situations.

[Viatcheslav]

The productive conflict I was involved in had to do with workload in regards to the care of a newly admitted patient. The expectations and demands of the patient and their family in terms of ADLs and care were unreasonable for our unit due to workload of the nursing and support staff. The patient came from community and had a very good support network. However, their conditions declined, which lead to their transfer to the hospital. Unfortunately, both patient and family had a very hard time accepting the new reality and limitations which came with that.
It took an interprofessional meeting involving manager, doctor, OT, PT and nursing staff to have an open discussion with patient and their family to resolve the issue. Staff issues were brought before the family explaining why their expectations cannot be met, and family has brought their concerns to us. Everybody agreed that patient’s well being, both physical and mental, was at the heart of the discussion. With compromises from both sides, as well as involving and training family members to be an official part of the care team, the patient was able to get the best care possible for them at our facility.
The quick response to the problem and engaging in the productive conflict as soon as possible, allowed to find the optimal outcome and helped to avoid destructive conflict.

[Stephanie]

During team meetings there is always break off groups to discuss different topics, some more sensitive then others. Everyone has a chance to voice their opinions in regard to the topic. Whether I agree or disagree, I do not feel judged for having an different opinion of another. I don’t always agree with the end result but it is productive because everyone has an input and is heard. Pros and cons are considerations but also how to improve care, or approach to situations that may arise. I feel it is productive because you gain perspective of another.

[Loubna]

I agree with your point Stephanie. Having open discussions where everyone can share their thoughts without feeling judged helps encourage teamwork and improve how nurses approach care and handle difficult situations.

[Loubna]

As an RPN, one time in my workplace in long-term care, I called code white because a resident was becoming physically aggressive and the situation was escalating quickly. Another nurse was not happy that I called the code because she thought we could have managed the situation without involving the team. After the situation was under control, we had a calm discussion. I explained that I felt it was safer to call the code for the safety of the residents and the staff. She shared that having too many people arrive could make the resident more agitated. After our discussion, we both understood each other’s points of view. We agreed to communicate better in similar situations and review the code white protocol of our facility. This conflict was productive because it improved our teamwork and our approach to respond effectively to future behavioral incidents.

[Trudy]

I was at a client’s home ready to administer their monthly injection, when the client stated to me that she was no longer on that injection. The client stated she had an appointment with her doctor the previous week and he changed the medication, and had faxed this over to her pharmacy. The client was understandably upset and blamed me for bringing the wrong medication. I quickly called the pharmacy and they said they did not receive any medication changes. I had to call the doctors office to confirm this. Apparently, there was a mix up on their end and the new prescription never got faxed to the pharmacy even though they said it did. There was a lot of back and forth on who was responsible for this. Once I got all the pertinent information I explained the situation to the client, who later apologized to me. She ended up called the doctor’s office to express her disappointment with the staff there. This conflict was very frustrating with all parties involved. We were able to get the correct medication dispensed the same day and administered to the client. Management had to get involved as this could have resulted in a medication error. Further training was needed for staff at the doctors office due to the ripple effect of the situation. They have new guidelines when faxing medication changes to pharmacies to avoid this situation in future.

[Author]

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