[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.

[Cheryl]

I was involved in a conflict where a supervisory staff had an extreme distaste for a PSW. The PSW had went to her with a reasonable request and the supervisory staff dismissed her request based on “not wanting to give in to her.” Sat down with the supervisor and set aside the fact the she did not “like” the staff and reviewed the initial request that was not unreasonable. After realizing that she could not deny the request she went ahead and did the right thing with this staff. We met again afterwards and reinforced that doing the right thing should feel good and she agreed. Also met with the supervisor and the staff to “air out their grievances” in a non-judgmental and productive manner with the goal of reaching some resolution. This was very successful and the 2 staff actually joke together and have much better rapport. It was very uncomfortable to go through but very worth it in the end.

[Marion Catherine]

Hi Cheryl, Thank you for posting such a heart warming story. It does not often occur that 2 people will voluntarily sit down and air their differences in a mature fashion. It is ok not to like everyone, but it is not okay to be disrespectful and certainly not negatively biased. It would appear that self-regulation in managing conflict is a professional skill that is always being enhanced.
We may not be perfect all the time, but getting interpersonal relationships right most of the time is a healthy goal. Thank you for showing that this sort of conflict can be overcome, it is encouraging!

[Alexis]

Hi there! I think this is a great example of productive conflict. Productive conflict because it is described in the text as something that is discussed and the issue was resolved. It also explains it has no residual feelings and that is greatly show in your story by the two employees, now joking together and having a good report, not hold a grudge over what was discussed in the meeting and it actually made them respect each other more. I think the way you handed this conflict was a great example to all other staff. It explains in the text that conflict norms must be explained and made clear to the team, I think this example shows that. It serves as a great example to all your other employees that conflict will be handled and it will be uncomfortable, but both sides will be heard, discussed and we will have a resolution.

[Marion Catherine]

The scenario described in the first discussion was a productive conflict because the PSW & I discussed the concern further, in a much more informal manner. The PSW expressed that because I was new to the unit, she did not feel safe telling me about the history. She was concerned that I would ask probing questions into the details of that time when she got injured and she didn’t want to go back to that scene .
I thanked her for the honesty and said that I respected her point of view. I also explained that working as a team was an important aspect of my professional work and that being new sometimes was a hinderance to meet the teamwork expectation.
Because our working relationship has become very reliable and trustworthy, I feel this conflict was a productive conflict as it allowed the 2 direct players to learn more about each other and through word of mouth this good ending spread to the rest of the unit whereby the PSWs were including me in the telling of their work related stories

[Shea]

Hello,

I really like how you handled that situation. It’s a great example of a productive conflict by listening, showing respect, and being honest about your perspective, you built trust and strengthened your working relationship. It’s also impressive how that positive outcome extended to the rest of the unit, helping you become more included and improving overall team communication.

[Shea]

A productive conflict I experienced at work happened during a team meeting where we were discussing changes to patient care procedures. A coworker and I had different ideas on the best way to implement the changes, and at first it felt tense. However, instead of avoiding the disagreement, we openly shared our perspectives and asked questions to understand each other’s reasoning. Through the discussion, we combined the best parts of both approaches, which improved the workflow and patient care. The conflict ended up being productive because it encouraged collaboration, better communication, and a stronger solution than either of us would have come up with alone.

[Sharon]

I really liked how you handled that situation Shea. Conflicts, even though viewed negatively most of the time, can lead to positive outcomes if managed effectively.

[Linda]

Shea,
Great teamwork being able to combine approaches for the best outcome. It can be hard to see the benefit of others’ ideas when they don’t align with your own sometimes.

[Sarena]

Its great to see that productive conflict can improve both safety and workflow when staff compare ideas and choose the best solution together.

[Sharon]

I had a dispute with the way one of the new nurses was administering a bolus feed. I thought that it was been pushed too fast she thinks otherwise based on her previous work experiences. I went on to explain the risk associated with the way how it was been done. I also refer her to our company policies and procedures binder. Instead of her taking it personally she agreed to review the company policies and procedures with me on our down time. We even ended up watching a few videos on how to administer different type of feeds. Turned out very productive.

[Jaswinder]

Thanks Sharon sharing your great experience with us. As your situation showed how calmly you expressed your concerns and explained the potential risks that are involved in patient safety. Working together and chose the right method to provide safe care to the patient helped you both to get better.

[Linda]

Good catch! I know from experience that it ca be hard to accept that type of feedback from colleagues-especially if that colleague has years more experience than you. You helped provide the best patient care possible by pursing conflict in this case. Great job.

[Jaswinder]

At my workplace I got into a conflict with my nurse colleague regarding patient discharge planning. My colleague nurse thought patient was ready for discharge while I thought patient needs more education before discharge. At the starting there was a tension at start because we both had strong opinions. We calmly discussed the matter without affecting patient’s condition and our work. To reach a final decision, we involved the healthcare team. We realized that the patient required further teaching and support before discharge. Our conflict ended up being productive because it enhanced patient safety and teamwork.

[Vanessa]

I really appreciate how you handled that situation. It’s clear that both you and your colleague were advocating for what you believed was safest for the patient, and instead of letting the tension escalate, you chose to slow things down and talk it through. Bringing the healthcare team into the discussion was such a smart move because it kept the focus on patient needs rather than personal disagreement. What stands out most is how the conflict actually strengthened teamwork and led to a better outcome for the patient. Not every disagreement ends up being productive, but yours did because you approached it with calm communication and a willingness to collaborate. It’s a great example of how professional dialogue can turn a stressful moment into something positive.

[Emmaline]

I experienced a productive conflict at work involving a resident who often offered small gifts to staff, such as lottery tickets or Tim Hortons gift cards. One day, he offered me a gift, and I politely declined. He became upset and felt disrespected, explaining that other staff had accepted his gifts and questioning why I refused. He assumed I disliked him and even stated that he no longer wanted me assigned as his nurse.

I calmly explained that I was not allowed to accept gifts from residents due to professional boundaries and workplace policy. After this conversation, I informed my supervisor and manager about the situation. They arranged a meeting with the resident to review the policy and clarify why staff must decline gifts.

Once he understood the reasoning behind the rule, the situation improved. He accepted the explanation, and I was able to resume caring for him without further conflict. This experience showed how open communication and clear boundaries can resolve misunderstandings and maintain a positive therapeutic relationship.

[Angusami]

Thank You, Emmaline for sharing your experience. I totally agree with your statement of keeping professional boundaries with the clients. You initiated the process to provide clear communication to your client which made him understand why staff are not allowed to get gifts at work. The open, clear and honest communication from your supervisorand the manager provided an avenue for maintaining your therapeutic relationship, without client disagreement.

[Angusami]

I encountered a conflict at work when staff members regularly had disputes with one specific member not following his/her break time during shifts, despite the break schedule posted in the nursing station. Team claimed his/her breaks were happening at the busiest times of the shift; the team was unsuccessful in resolving on their own after open communication and the supervisor made aware. As per in one of the readings this week – Conflict is defined as disagreement over something of importance to each person, and conflicts involve some level of disagreement. It was obvious that team members were in disagreement related to this interpersonal conflict. Our supervisor reiterated the shift routine, the importance of keeping the timelines at work and explained the consequences of not following the standard break time schedule. The staff member agreed with the explanation provided and the change is evident. According to the readings this week, it was a productive conflict where no residual feelings, no collateral damage occurred and the best possible solution in the shortest period of time is achieved.

[Susan]

Sounds like this situation was resolved with a great technique that allowed the staff member to see the clear and concise boundaries and what the outcome would be if the boundaries are not followed. Clear consequences for actions helps all people to consider the cost of their decisions. Sometimes things can not be negotiated as easily if the guidelines or boundaries are unclear.

[Vanessa]

In my role, I experienced a productive conflict with a colleague regarding the use of transfer slider sheets on resident beds. The staff member felt strongly that slider sheets should not be placed on all beds because some residents were identified as fall risks. Their concern was that the sheets could make the surface too slippery and increase the likelihood of a fall.
From my perspective, I was equally concerned about the safety of the workers. Without slider sheets, staff were at higher risk for musculoskeletal injuries during repositioning and transfers. Both of us were advocating for safety, but from different angles.
Through discussions with the team and leadership, we were able to collaborate on a solution. A system was eventually developed to determine when slider sheets should be used, how they should be applied safely, and how to identify exceptions for residents at higher fall risk. What started as a conflict became an opportunity to improve our processes.

[Erin]

I love this. Both advocating for the safety of staff and residents in a productive conflict. I’m sure this conflict comes up in many situations in health care. Thank you for sharing how it was managed.

[Brittany]

One particular conflict stands out in my mind. It involved a coworker who suddenly changed her behaviour, becoming disconnected, dismissive, short with others, and even leaving us short at times. It affected me deeply to the point where I began to feel like it was personal. Every day, I felt like I was walking on eggshells around her. Eventually, I became short with her as well, and the disconnect between us continued to grow. Finally, one afternoon, I decided to address it. I approached her calmly and asked if we could speak in private. I explained that I felt I might have done something to upset her and that I wanted to resolve the issue so it wouldn’t continue to affect our working relationship.
It turned out that the situation had nothing to do with me; she was going through a very difficult time at home, as her brother was dying. Initially, she took offence at being confronted, and the tension escalated. However, a few days later, she approached me in tears, apologized, and shared what she had been going through. She hadn’t even realized how much her personal struggles were affecting her behaviour at work. While her actions were not okay, the experience ultimately became productive. It brought us closer together, and now we work much better as a team.

It’s very true when they say “don’t judge someone until you’ve walked a mile in their shoes”. The stress and fear of losing her bother must have been very taxing on her emotion well-being. I’m glad you were able to work it out.

[Susan]

I was involved in training a new RN on our unit who was struggling with the pace of our department vs her past experience. She was quite confrontational when anyone attempted to give feedback and was quite shutdown . She was definitely avoiding any conversations about the actual problems she encountered with time management in a fast paced environment.
I felt very challenged as I felt this RN was caring and good at providing the care required, but struggled with the changing patient loads and multiple different focuses. I was able to Confront the issue when it came to a point that she was not coping and had recognized it herself. I used a collaborative approach and sat her down and discussed her excellent qualities of thorough bedside care and IV skills etc, and discussing how she felt about the environment, With discussion it became clear she was relieved to talk about how she felt in our specific environment, it was very overwhelming for her to provide for many different types of acute patients and not “see through ” their care to see what their outcome was when they left the department. The RN thanked me for the open discussion and identified that she really did not want to spend her career in “that type ” of nursing,
I do know that this excellent nurse found her “niche” in home care nurses and is a very respected nurse in our patient and provider populations, her IV skills and bedside manor are raved about. I think that our frank discussion turned what could have become an unsafe situation into a nurse finding her way to provide the best care possible to her patients in a way that complimented her skills,

[Thea]

Hi Susan,
This shows how conflict can lead to positive outcomes when handled with empathy and teamwork. It must have been tough, especially since the RN was hesitant about feedback at first. Focusing on her strengths helped build trust and made her more willing to talk.

By working together, you helped her reflect on her feelings and realize that the fast-paced environment was not right for her. Instead of the conflict worsening or harming her work, it became a productive conversation that supported her well-being and kept patients safe.

This aligns with Lencioni’s idea that healthy conflict involves open, honest conversations. By talking about the issue directly, you helped avoid a risky situation and supported her in finding a role where she could do her best. It’s good to see that your conversation helped her move to a nursing area that suited her strengths.

[Linda]

I was caring for a patient that required two staff to turn and position her. While my senior co-worker was preparing to insert the catheter, she tested the balloon by inflating it before insertion. This is a task that she had done a thousand times before but was now not best practice. I stopped her and explained this. She – being my senior by quite a few years -disagreed. We debated back and forth and I gave the rationale for not testing the balloon as we once did. After care was complete for this patient we searched this particular best practice online to discover that I had been correct. She was open to change once this had been established, thereby modifying her practice to what the most recent data showed was safest for our patients.

[Margaret]

Hi Linda. I think you handled that situation really well. It can be challenging to question a senior colleague, but advocating for best practice is so important for patient safety. I like that even though there was initial disagreement, you both took the time to research together. That shows professionalism, mutual respect, and a shared commitment to evidence-based care.

[Lisa]

In the example I provided above I do believe it to be productive. The PSWs and I had open communication and collaborated to reach one specific goal – optimal resident care. Evaluating how we handled the conflict has been successful so far.

[Jamie]

This example stems from the same “conflict” I shared previously in the first discussion post. I was a newer staff member in a clinic and there was another nurse there who had been working there as the sole nurse for a few years. This nurse had a process that she liked to follow, which to myself and others didn’t come across as being time effective or organized. I waited quite a while before I stopped following her process and actually brought up my opinions.
We were able to have a more formal meeting regarding nursing processes and managing the work load. We came up with a great process that was both thorough and time effective. This involved using collaboration to come together and make things better at work for both of us and I think it really paid off.

[Stephanie]

Jamie, I think that is a great example. It can be challenging for change to be accepted especially when it has been a long time that something has been done a specific way. I like that you were able to sit down with your coworker and bring the old and new together to find a way that you both felt was efficient. Her with the experience and you with the new perspective.

[Freda]

I have recently experienced a situation where our team which has been functioning well for several years had a new team member join and since joining our dynamic has definitely shifted. It is clear there is a new personality who has many new thoughts and ideas and has no problem vocalizing them. I was finding myself in a position where the other team members were coming to me with their concerns and I was going outside the team. At first I expressed concern to my direct manager and she indicated I should address the concern. I was at first offended as I believed it wasn’t my place. With time passing we were assigned the task for quality improvement to reflect on a practice and pull out what worked and what didn’t. The newer colleague contributed some very emotionally driven responses which in turn created some inner conflict with the team. So rather than avoiding or accommodating we as a team scheduled some time to work through our thoughts and feelings in a open and productive manner. We were able to learn more about the new member and understand her approach to things from a different lens. This did take collaboration and although it is still a work in progress I do feel that we have resolved conflict and have established some trust.

[Aysha]

Recently, we had couple of changes in the LTC policies. To complete GDS/ Geriatric depression scale within 24 hours of admission is one of them. This was also introduced by the same RN about whom I had my 1st discussion post this week. The RN just added the GDS to the list without consulting with the MDs or BSO or RAI. When a resident admits to the home/LTC, the 1st day is very overwhelming for them. Most of the residents are in deep pain/upset of losing family, their house, independence, friends and others. They are already grieving on that time. It takes 10-15 days to settle. Sometimes, it could be months to settle down in the LTC. To complete the GDS or ask questions about depression sounds silly to me. Unfortunately, the RN was not understanding the emotional status of the resident. The resident would be more upset or emotional if I ask them, “if they are feeling worthless”, “if they feel empty”.
If we complete the GDS within 24 hours all of the residents will be diagnosed with depression and I have to recommend the MD to prescribe antidepressant, which is not right. They are upset because of the change not for depression.
As the RN already added the GDS to the list, I had to contact her and asked for a meeting. We sat for one hour and talked all pros and cons of the GDS within 24 hrs and the outcome. Unfortunately, the RN doesn’t want to change the policy until we try. So far, we have attended four new admissions and all of them refused when asked to complete the GDS. One of the MD said, I will be ordering MMSE and GDS in two weeks of admission as the resident need time to settle. Then we sat again and showed the statistics of the trial. I continued to push the RN with the research of the effective time to complete the GDS. Eventually she came to the point that she removed the GDS from the EMAR for 24-hour list. I think this was a productive conflict which I could share.

[Freda]

Hi Aysha, your example is clearly one that can happen regularly. With new regulations being placed on healthcare environments by the ministries and new or revised policies being created it can become a challenge for management and frontline staff to be in agreeance. Good for you for advocating for your position and doing so with the residents in mind. It sounds like t=you handled this conflict in a constructive manner.

[Adeline]

have been in a job where my assignments were consistently very heavy, and I often experienced burnout trying to complete them by the end of my shift. I communicated this concern to my charge nurse, but she indicated that the assignment was fair.
I then brought the issue to my unit manager, who explained how assignments should be distributed appropriately. This helped both the charge nurse and me better understand effective assignment allocation to ensure safe practice. Since then, my workload has been more manageable during my shifts.

[Tammy]

Hi Adeline. I think that was right thing to do after not getting the feedback you were looking for after speaking to the charge nurse. You advocated for yourself and went to the unit manager who perhaps looked at things a little differently or took things further. she helped rectify this situation and provided the support you were looking for.

[Chantelle]

This is a perfect example of how conflict can be productive when it leads to better workplace standards. It can be intimidating to escalate a concern to a unit manager when a charge nurse disagrees, but your story shows that doing so is sometimes necessary for safe practice.

[Leah]

A family member/ POA was verbally bullying everyone in my unit, residents, other family members and staff. Everyone was scared to speak up, I personally was getting burnt out and management seemed like they wanted one of us to do something, so I did. I told everyone to document the harassment, even if its small so we have a paper trail. I typed up an email to the regional manager and they drove down 3 + hours to the LTCH. They sat down with the family member and management was able to find a solution with the family member so they wouldn’t have to ban them from the facility. After that productive conversation, the family member apologized to everyone and there were minimal issues after that.

[Jovelisa]

I like your solution to the situation Leah. I think, I have been in that situation before, years ago. What I notice is, while I was talking to the family about the possible results of their behavior, their eyes flicker and a bit of respect was showing on their faces. Some of the family say “Sorry” and some just shrug their shoulders. On their next visit, some of them behaved differently and some family, no change.

[Kellie]

This is an issue that will come up in this field. It can be swept under the rug sometimes and we are asked, “what did you do or what could you have done differently?” It is important to feel supported and advocate for ourselves and each other. It could have been easier to just transfer and then this type of behavior would continue. Kudos to you for persevering and having a good resolution.

[Jovelisa]

This situation occurred about a month ago. Two PSWs were assigned to have certain tasks on the shift and were aware that they must be watchful about the time. At the time when these two PSWs were supposed to have completed their tasks, they were still about half of it. I reminded them to be mindful of the time, and that they are way behind. They finally finished their tasks but very behind schedule. Before the shift was over, I asked them what happened. They both have the same reasons why they were not able to finish their tasks on time. The entire team had a discussion. and during the discussion, it was mentioned that to be able to get the certain tasks completed on time, is to plan ahead and communicate to each other; work side by side. That shift was a learning situation for the team. Since then, whoever is assigned on that certain tasks are mindful of the time and tasks are completed at the time when it is expected; except when there is unexpected situation that requires more attention.

[Jovelisa]

I have replied.

We had a resident who’s husband was very attentive and visited daily. He gave many of the psw’s a very hard time, picking apart everything they did related to his wife’s care, even making some of them cry. I got along fine with him. I think because we came from the same province, he felt we had a connection. We chatted fairly regularly. Finally, after one of his blow-ups, I approached him and reminded him that treating the staff in this manner was uncalled for and unacceptable and that in effect, he was being a bully. I said I would have to go to management if his behavior continued. He later apologized to all the staff, stating that his focus for his wife’s well-being had almost consumed him. He was much better afterwards and usually caught himself when his emotions were starting to get the better of him.

[Stephanie]

It sounds like you did a great job using your connection with that resident’s husband to handle a really tough situation. By confronting him directly about his bullying, you set a necessary boundary that protected your coworkers and the overall work environment. It is impressive that you were able to be firm while still maintaining the rapport you had built. His apology and change in behaviour show that your intervention really worked, helping him realize how his stress was affecting the staff and allowing everyone to move forward with much more mutual respect.

[Stephanie]

I had a disagreement with a PSW about a resident’s morning routine. I believed we were taking away their independence by rushing them through dressing, but the PSW was more worried about fall risks and staying on schedule with their other residents. It was a tense moment, but it became a productive conflict because it forced us to stop ignoring the friction and actually look at the resident’s needs together.
Instead of just arguing, we worked together to review how the resident responded to different paces, noting they were much calmer when given extra time. We ended up settling on a change to our workflow, moving this resident’s care to an earlier slot to get rid of the morning rush. By addressing the problem directly rather than letting resentment build, we created a better care plan that balanced safety with dignity and improved the trust between us.

[Nathalia]

Hi Stephanie,

I can appreciate the time you took with the employee so that you could see both sides of the picture. I had a similar scenario where conflict aroused due to difference in completing tasks. Once we reviewed we could see that both sides were correct, but failing at properly communicating with each other. Both employees were passionate as you described at advocating for the clients wellbeing, but in turn the conflict caused in front of the client was excessive which led to further issues in my scenario. I’m glad you were able to address the problem directly and were able to allow the employee to review, absorb and discuss the end goal which allowed for a positive outcome and environment for both the client and staff.

[Alexis]

A time I experienced productive conflict was while when I was pulled from my cardiac unit to a medical unit. My colleague’s patient had experienced chest pain, being familiar with cardiac labs she asked me to have a look at them before she called the MRP. I noticed there was no repeat TNI for 6-8 hours later. I brought this up to her and stated she should clarify with the doctor. She then went on to say why would I do that, he didn’t order it so obviously he doesn’t want it and we don’t need to be unnecessarily poking patients we do that enough already, especially ones who are afraid of needles. I expressed how it is part of the policy on the cardiac unit, encouraging her to call the doctor and if he refuses to order It then at least she can document that and cover herself. She continued the conflict in stating she has never heard of such policy. Then I expressed my concern on how if it did rise in 6-8 hours and we did not catch it, that could have a more negative impact on the patient than being poked again for bloodwork even if unnecessary. Realizing the patient could be in harm if omitted, she contacted the MRP and he was very thankful she had caught his missed lab of the post chest pain order set.

This shows Conflict because as described conflict is something important to each person involved. My colleague was concerned about the patient, did not want to inflict any further unnecessary pain onto the patient especially since he did not like needles. Conflicts allow for you to see things differently, after she saw my point of view of the further harm it could have on the patient if not completed, she was receptive to my advice. This shows positive conflict because the issue was discussed and the issue was resolved very quickly. She had no residual feeling towards me and was thankful I showed her a new policy she will no implement anytime this problem occurs, I had no residual feelings towards her because at the end of the day we both wanted what was best for the patient. After this incident, we went to her manager expressing how the unit needed more supports on policies and care plans readily available. There is now a binder on every unit with supportive resources for what to do for certain scenarios and what is expected. The text stated conflict resolution is never really permanent as there is always new problems arising which I think is so true because now in that same binder there is not just cardiac policies but policies on all things that people have forgotten or were unaware of.

[Tammy]

As clinical nurse leader, my workload has increased in the past few months with increasing care needs and a lack of LTC beds available,it has made the workload heavier for the whole team. I was begining to feel overwhelmed with in my role and I spoke to our director. She listened and supported me and expressed her value to have me as part of the team. We then sat down with another manager and helped developed a game plan as to what to do going forward. With approval, we were able to have another part time nurse join the team which will then help decrease my work load. We now meet as a group for regular check ins to see how I feel more supportive and overall how things are going.

[Katrina]

A work conflict that was actually a productive conflict was when I came up to a group of nurses of an issue that I needed to find how can we comply with a policy, how can we make it effective, how can we manage long term, how can we make it where time is not our enemy. I needed ideas because I was out of ideas. It was very productive, the issue brought out fire in us, but we managed to keep it respectful and professional and we all stated our opinion, no one was left out of the discussion. This productive conflict left with a solution and an agreement. I think this made a great impact because we all trusted each other and we all were actively engaged that it helped to brainstorm our thoughts into a collaborative solution.

[Shannon]

I appreciate your approach to this situation. Sometimes with all our knowledge we still need help or feedback from others.
A lot of staff that we nurses work with also have a lot of experience and can offer good feedback. Productive conflicts can get heated or what I like to call them “passio ate” as staff all have their own personalities and things going on at home.
But putting our ideas together usually comes up with a great plan in place.

[Chantelle]

I had a disagreement with my coworker on how to organize and share space. One person enjoyed it the old way, and I suggested a new way that it seemed to be more efficient. Because of this disagreement, we were both forced to explain why our methods work best and in the end, we combined the best parts of both ideas which saved every one time.

[Erin]

I came onto shift one night to a note from the day shift nurse that was demanding nights leave out clothes for all the residents for the morning and that for several nights towel hadn’t been put out and sh would be going to management if we weren’t compliant.

Our night staff had a team meeting to discuss that the PSW’s do in fact leave clothes out in the morning for the residents with dementia or can not/does not make decisions on what clothing they want to wear and the residents who are cognitive they do not, as they have a right to pick what clothes they want to wear. With the towel, staff had said they had been putting them out. The day RPN and RN were informed on how the clothing gets put out at night and for the next 2 weeks the RPN working the unit would conduct an audit to ensure clothing was set out to the appropriate residents and towels for all residents. This audit was then handed to the RN who filed it if this situation were to arise again.

[Stephanie]

I was caring for a patient that needed a new IV inserted, they were sitting up in a chair. Two nurses had unsuccessfully attempted the IV and the patient was becoming irritated that they were unsuccessful. I approached the patient about going back to bed (as I thought this was his plan) and he was wanting to stay up. Some misunderstanding from both of us that I thought he wanted to go back to bed after I inserted his IV and he was just asking me to do it while he was sitting so he could stay in his chair longer. He started becoming visibly upset. I recognized this and stated “let’s start over why don’t you tell me what your plan is”. He explained he wanted to stay up but wanted some time before I attempted the IV. I explained I only had 30 minutes left in my shift and asked if I could attempt in 15 minuets. He was agreeable and we were able to come to a plan that worked for both of us.

[Sarena]

This comes to mind for me, disagreement about where to place frequently used supplies in the medication cart, when sharing the cart between multiple shifts. It was suggested that we keep the VS equipment on top of the cart for quick access, while the nurse in the evening was concerned it may lead to clutter and errors.
We discussed workflow and safety and agreed to designate a specific labeled drawer for high-use supplies. keeping the top clear but still easily accessible.

[Shannon]

I had a conflict with a co worker who liked to work on a unit that I was often assigned to. She would ask me ahead of time to switch units. Sometimes I would say no cause I was building a rapport with that unit and following up on a lot of care concerns with families. When I did say that I would she would switch it. A few times she did not ask me and just crossed off my name and put hers. This was frustrating to me. I decided to take her aside and asked to speak to her about the matter. I actively listened to her and provided my feedback. I asked her how she would feel if I did the same action to her and she stated she understood my frustration. She was also feeling frustrated being part time and having to go to all the units and preferred staying in one. I suggested she go to management and ask if she could shadow a full time staff member for more productive continuing of care. She agreed to this and went to management about this. This was productive as we did not have any further problems.

[Samantha]

One productive conflict resolution I can share is during a team meeting that a few floor nurses urged management to hold as the rapport between floor staff was poor at the time. One specific nurse really had courage to verbalize all of the negative things that have been going on and confronting us all on focusing on gossiping and complaining about each other but never actually confronting each other to discuss how we felt. I personally think that by her confronting us we all ( mostly) were able to self reflect on better ways to confront each other as professionals, instead of getting caught up in the cycle of gossip and complaining. I personally think that the nurse that was able to do that for us, showed great leadership even though she was not in a technical leadership position. This really shows how we all can lead each other in certain circumstances.

[Thea]

A productive conflict I had at work happened when a coworker and I discussed how to help a resident who often refused care. My coworker thought we should keep encouraging the resident, but I wanted to find out why the resident was refusing.

At first, the disagreement made things tense, but we chose to talk openly about our views. We saw that both ideas were useful. We decided to work together by first checking whether the resident had any needs, such as pain or discomfort, and then gently encouraging them once those needs were met.

This conflict was helpful because it allowed us to share ideas, challenge each other respectfully, and create a better care plan. According to Lencioni, healthy teams are not afraid of conflict and use it to make better decisions and get better results. This experience taught me that respectful conflict can strengthen teamwork and improve patient care.

[Nathalia]

I was involved in a productive work conflict when i received notice that several staff were refusing to complete transfers for a new client that just started service with community care. Upon investigating and finding out information from all staff, client and family i was able to determine that the client and family were requesting all staff to complete mechanical transfers. However, none of the staff had been trained for this specific client and transfer, so they were refusing support. I was able to schedule a transfer of authority training with mechanical lift with the staff to ensure they were all competent and ready to complete transfers. I was able to explain to the family that although client could not be transferred for the next few days until training day, staff would offer and complete turning and repositioning for the client to ensure skin integrity and decrease any risks of skin breakdown. After explaining the reasoning as to why staff are trained as per client to maintain safety for both client and staff, family was understanding and became patient with the process. For the next few days the complains and concerns had decreased as we had a plan in mind for both family and staff. Staff did the correct thing by refusing unsafe work while maintaining client safe, however family was not aware of the protocol and were dissatisfied with the service initially which caused a conflict between the staff and client. While conflict was created due to a difference in approach and information, the scenario offered and opportunity to reassess and find the solution which was to ensure staff were trained as and occupational assessment that not been completed. Once all the assessments were completed and all the resources were put in place, client and family were satisfied with the service and support. Thanks to the conflict coming up, the resolution assisted in ensuring appropriate support.

[Kellie]

Productive conflict resolution has happened when directing the PSWs for the work process. I found that they will instantly get their backs up and become resistive if they feel they are being ordered. I give simple clear direction, telling them the bare minimum that I need then to accomplish. I offer my support, “come and find me, let me know asap so we can do this together.” I then tell them that other than this, they are professional adults and I don’t need to follow them around. I try to enforce their value while getting cooperation.

[Margaret]

One example of a productive conflict I experienced at work was during a disagreement with a colleague about a patient care plan. We had different opinions on the best approach, which initially created tension. However, instead of avoiding the issue, we discussed our perspectives openly and respectfully. Through that conversation, we combined our ideas and came up with a more comprehensive care plan. This experience showed me that conflict, when handled professionally, can lead to better decision-making and improved patient outcomes.

[Olaronke]

An example of Productive Conflict was experienced when I had a situation where two PSWs both shared a client they were visiting. One visited twice a week while the other visited the 3 times a week. The client was being supported / cared for in different ways. One PSW followed the care plan strictly, while the other adapted and on the client’s direction and preference. As a result, the client would voice that the PSW who was doing what was being asked was doing the job correctly and complained that the PSW whom followed the care plan strictly – was not doing her job well. We discussed this together, focusing on what was best for the client. This led to a clear understanding by the PSWs and the client of when flexibility is appropriate with the care plan. This also helped the team and improved consistency and continuity of care.

[Author]

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