Nursing Case Study Scenarios

Everyone in this situation with the exception of the CNO presented a barrier to resolving the conflict at hand. For Dora, her primary barrier that restricted conflict resolution was systematic distrust and satisficing. As previously stated, Dora was a nursing assistant and compared to hierarchy of jobs she was closer to the bottom than the top. She did not feel that in the larger scheme of things that she would be advocated for because in her mind “who is she?” was the impression that she had about the role and this created organizational and systematic distrust. Her motto was come to work, do your job, and go home. Another barrier that she faced was satisficing or accepting an option as satisfactory. Again, Dora would accept the options that

The surgical unit had been going through staff shortages, and she knew that Dora was a high-quality employee. Having her leave would cause her to have to go through a long hiring process, a continued staff shortage, further discontent with the current staff, and other floating staff to be on the unit and learning the culture of the unit. There was plenty of challenges that she would face with having a valuable employee transition to another part of the hospital. This impasse approach was confirmed when her boss the CNO came to her asking what the issue was and what she was doing to manage the situation. The once nonchalant management style soon dissipated and the more involved and helpful approach seemed to present itself. Although, having Dora leave would have created a challenge for her, as a manager she should have wanted the best for her and given better support to her employee in a much needed

For this particular hospital the ombudsman was utilized in the patient support perspective more than to manage or negotiate conflicts that employees experience. This conflict demonstrates the lack of organizational support to resolve conflicts that may occur. There is Human Resources, however, the stigma behind them gives the same feeling that Dora felt in the beginning of the conflict. The idea that those in upper management will be supported more than those on the bottom of the totem pole was the perceived culture of HR. The mediator of this conflict was the CNO due to her role within the hospital. She was the voice that enabled the change and investigation of procedural