Nursing leaders should curb ‘lateral hostility’ by addressing incidents as soon as they occur, advises a recent article in American Journal of Nursing.
In a series coordinated by the American Organization of Nurse Executives, nurses are given guidance on leadership. In “Crucial Conversations in the Workplace,” Katherine Major, MSN, RN, writes about a framework for conflict resolution.
“There really needs to be an understanding about ‘soft issues’ related to patient safety,” she told McKnight’s. “These conversations impact a safe environment.”
“Crucial conversations” can be carried out by nurse managers planning a discussion, sharing the facts they have observed, explaining how they have arrived at a conclusion, asking questions and mirroring back answers to show understanding.
Managers and leaders who are uncomfortable with conflict may try to avoid these discussions, but doing so can jeopardize a resident’s or patient’s life, notes Major. She is a nurse manager at the Hospital of the University of Pennsylvania and a fellow at AONE.
“If you are not having crucial conversations, there can be things going on right under your nose,” she says, giving an example of two angry nurses avoiding consultation over a patient or resident. “People think this is the soft stuff, but it has an impact on turnover, and safety.”
From the May 01, 2013 Issue of McKnight's Long-Term Care News
