The conflict in my workplace that I was involved took place in the unit (ICU/Open heart), I was assigned to for eight months s staffing resource nurse. I had admitted a critical patient; acute status asthmaticus, who initially refused a much needed intubation/sedation, I had admitted a critical patient; acute status asthmaticus, who initially refused a much needed intubation/sedation, I felt my person-centered high quality approach, and knowledge of her condition allow her to agree to treatment, though she was afraid, it was a very difficult situation for our entire team After three days of caring for this patient (who did amazingly well), now do for extubating, I was informed during the unit huddle that my assignment had been changed.
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I emphatically disagreed with the charge nurse, but remained silent, trying to wrap head and thoughts around what was just said. I immediately thought of our new “speak-up initiative” policy. I quietly after huddle say to my charge nurse that I really need to understand her clinical reasoning for the change in assignment The charge nurse explained to me that her decision to change the assignment was based on the complexity of the case, and the connection to the family, especially the mother; “insisting that you” continue to care for her daughter, concerns me” and I feel this would only create a stressful situation for the rest of the staff who will be caring for the patient. I had spent 3 12 hour shifts taking of this patient with a colleague (a staffing resource nurse (Moultrie 2015).
Part 2: Identify the Group Members
The group members were charge nurse, the Intensivist caring for the patient, the respiratory therapist a staffing resource nurse and colleague (ICU and Trauma ICU experience), and myself both, a part of hospitals staffing resource (full time employment status) department; assigned to the unit for the next 8 months. Though the family was present, they were not included in the conflict nor the Intensivist. Professionally, my inner thoughts were; exclusion from the team, within our unit or distrust. I felt puzzled by this decision not wanting to react (Chapter 3: Understanding Group Dynamics and systems (n. d.), p. 70). My colleague felt you need to talk to her. I don’t believe this conflict or situation was gender or cultural biases, contributing negatively to group It felt inter personal Understanding Group Dynamics and systems (n. d.), p. 70).
Part 3: Gender or Cultural Biases
Professionally as I said before, my inner thoughts were; exclusion from the team, within our unit or distrust, puzzled by this decision and not wanting to reaction, not bias (Chapter 3: Understanding Group Dynamics and systems (n. d.), p. 70), I remained silent. I can honestly say that gender or cultural biases did not contribute positively or negatively to the group dynamics. According to Shackelford, B., (2011), the most common forms of bias in the workplace can be subtle. I was never sure what had contributed to this conflict. After we discussed the patient and family and continuity of care, related to a new approach to her [patient] care, and the importance of having a win-win outcome for the patient and the organization’s quality of care, she reversed her decision (Chapter 3: Understanding Group Dynamics and systems (n. d.), p. 70).
Part 4: Verbal and nonverbal behavior
In this conflict the verbal behavior that I notice that was not helpful from a group member (respiratory therapist) was the statement; “why is she doing this”? The nonverbal behavior of my facial expression let her know that I was not in agreeance with R.T. and could we talk. Group behavior arises in phrases that include the person’s perception, level-headedness, as well as the communications taking place, both intentionally and unintentionally, between people present. This conflict to me is an example of positive feedback that was change provoking (Chapter 3: Understanding Group Dynamics and systems (n. d.), p. 75).
Part 5: Evaluation of the Interdisciplinary Rounds Video using the Assessment Tool
My thought on the video is it was well organized and the right team players were present, but my ratings were low (2’s) in two area’s communications and situation monitoring. Some members of the team did not use clear, brief layman’s terms with the family present, even though the Physician (intensivist), did interject and break down some of the terms, check-backs were not always used to insure the information was well understood and communicated to the family. An intubated patient not being fed, dietary concerns seemed overlook, however dietary immediately identify the goals and visions. What bothered me most was the alarming of the Ventilator, I felt the respiratory therapist position should have been at the ventilator, monitoring the patient’s status and securing the alarm, I sensed some uneasiness in the wife, that she may have been slightly overwhelmed. The continuous disruptive alarming of the ventilator, I feel impacted the entire teams ability to be focused on the patient and his family (Christiana Care, (2012, Video and Team Dynamics Assessment Tool, (n. d.).
In conclusion, According to, Bill Shackelford author of Minority Recruiting: Building the Strategies and Relationships for Effective Diversity Recruiting. In his article for Workforce Diversity Network, Shackelford says the ability to grasp, how bias creeps into today’s progressive workplace starts with an expanded definition, which is:
“Bias: “Intended and unintended, aware and hidden, mindsets, manners and actions that have a negative and disparity impact on sections of the people/society, or favor one sections of the people/society” (Shackelford, B., (2011).
Conflict in the workplace can be an example of positive feedback that can provoke change. Interdisciplinary rounds, (in some areas) are a new care coordination strategy in several health care settings, and are conducted in many ways (Shackelford, B., (2011).
Chapter 3: Understanding Group Dynamics and systems, (
Retrieved from: http://www.sagepub.com/upm-data/27380_Chapter3.pdf
Christiana Care, (2012), Interdisciplinary Rounds. Retrieved from https://www.youtube.com/watch?v=C31k-CU6Bqg
Team Dynamics Assessment Tool, (n. d.), NU 414 Assignment, Retrieved from Web site
Freshman, B., (2010), et al, Collaboration across the disciplines in health care. Sudbury, MA: Jones and Bartlett Publishers.
Mack, R. (2016), NU 414 Interprofessional Teams, On-line Course and Syllabus, Saint Joseph’s College Maine
Shackelford, B., (2011), The New Face Of Bias In The Workplace, Part 1 – The Subtlety of Bias
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