Change and Conflict Management in Nursing

Change and contest Management in NursingJon TeegardinChange and strifeChange and conflict occur in all aspects of our society. In nursing, it is important to identify and embrace diversity, address and resolve conflict, and do so in an efficacious and efficient manner. This paper will range descriptions of smorgasbord theories, conflict theories, and how a nurses mogul to handle both bum enhance or hinder effective drawing cardship. Additionally, the attractor as a spay agent will be discussed.Change TheoriesWhile there atomic number 18 numerous theories of deviate that exist, in the profession of nursing there are three main theories that are consistently seen throughout the healthcare industry. These theories are Lewins surmisal of channelize, Rogers change possibleness, and Spradleys change possibility.Lewins change theoryProbably the most recognizable theory of change is that presented by Kurt Lewin. His theory involves three stages to change unfreezing, moving, an d refreezing (Stolley, 2005). Two forces are present in this theory, the driving force, or those pushing for a particular change, and the resistant force, those who are resistant to the change. For change to occur the driving force or agents for change, essential be stronger than the resistant force. In the unfreezing stage, the driving force develops a method that allows people to let go of the current, unproductive way of doing something. By finding this method, case-by-case resistance to the change is overcome. In the moving phase, individuals are encouraged to change their way of thinking, feeling, or behavior to the new method. Finally, in the refreezing stage, this change becomes the new habilitate and ultimately the standard operating procedure.Lewins theory is too referred to as the force field theory that states an organization attempts to maintain a state of equilibrium betwixt change forces and restraining forces (Swanson, Creed, 2014). Change agents are the forces for change and must overcome the restraining forces to make the change successful.Rogers change theoryEverette Rogerss theory is a modification of Lewins change theory and involves five stages. The stages are awareness, interest, evaluation, implementation and adoption (Boston University School of Health, 2013). Rogers theory is typically applied to long term projects. In the awareness stage, individuals are exposed to the new idea or process but lack all of the information about it. In the interest stage, the individual is interested in the new idea and seeks out additional information. The next stage is the evaluation stage where the individual determines how to apply the idea or process to their situation and decides whether or not they want to try it. The implementation stage occurs when the individual decides to make full use of the idea or process. Finally, in the adoption stage, the individual decides to pass on to use the new idea or process.Rogers theory is an example of s ocial cognitive theory. Change does not occur immediately among all those presented with the change. there are actually five groups of people that implement the change over time. These groups are innovators who are draws that embrace the change immediately, early adopters who are also leaders but will follow innovators, the early majority who are the bulk of the followers, the late majority who include skeptics of the change, and finally laggards who are resistant to change (Kaminski, 2011).Spradleys change theorySpradleys change theory is also a derivative of Lewins theory of change that involves an eight step process. The difference in Spradleys theory is that it provides for constant evaluation of the change during implementation to ensure it is successful. The eight steps are recognition of a need for change, diagnosis of the problem, synopsis of alternative solutions, selection of the change to be implemented, plan the change, implement the change, evaluate the implementatio n, and stabilize the change (Stolley, 2005). Spradleys theory also allows for the investigation of multiple alternatives to the problem. The change agent initiates the process by recognizing a problem, defining the problem, and developing different solutions to the problem. Throughout the process, there is the constant evaluation that improves the chances for implementing a relevant, and effective solution. Spradleys theory can be an instrument of social change (change from the bottom up) or corporate change (from the top down).Conflict theoriesThe constant change that nurses encounter in the healthcare industry causes conflict. There are four main conflict theories organizational conflict theory, social conflict theory, social cognitive theory, and social turn theory.Organizational conflict theoryOrganizational conflict theory identifies conflict on several levels. Interpersonal conflict is surrounded by workers in an organization. Conflict can also occur between departments with in an organization. Finally, conflict can occur between organizations. Some conflict is considered healthy for the organization as it promotes creativity and ultimately, productiveness (Deutsch, 2000). The key to management of this type of conflict is communication to manage the conflict and develop cooperative solutions.Social Conflict TheoryThis theory contends that conflict exists between people because individuals are motivated to act based on their own desires rather than the desires of others. This can be applied to classes of people. For example, social conflict theory says that the crocked act to maintain their wealth, while the poor act to increase their wealth. Karl Marx is often cited as developing social conflict theory through his writings where he discussed the constant struggle between factory owners and factory workers during the industrial revolution in Europe (Segal, Smith, 2015).Social Cognitive TheorySocial cognitive theory states that learning occurs in a soci al context and most learning is based on observations (Denler, Wolters, Benzon, 2014). It is also applied to classroom motivation and achievement. It states that people know an ability to influence their behavior and their environment in a manner that is in alignment with their goals.Social Exchange TheorySocial exchange theory states that relationships have give and take, but the balance of these exchanges arent always equal (Changing Minds, 2014). This theory explains how we feel about a relationship based on our wisdom of what we put into the relationship versus what we get out of it, what kind of relationship we think we deserve, and whether we can have a better relationship with someone else.Handling ConflictIt is important as a healthcare leader to quickly identify conflict and respond to it in a positive manner. The first step to resolving conflict is to recognize that conflict arises out of differences between individuals, departments, or organizations (Segal, Smith, 20 15). Whether these differences are real or perceived, they are equally important to both parties. How a leader responds to conflict can either lead to a resolution, or create more conflict.Examples of unhealthy responses to conflict include failure to recognize the importance of the flesh out of the conflict, explosive, angry, or resentful reactions, inability to compromise, and fear or avoidance of conflict. These responses will erode the respect your subordinates have for you and hinder your ability to be a leader (Deutsch, 2000).Examples of healthy responses to conflict include calm and respectful reactions, a readiness to forgive and forget animosity related to the conflict and move forward without harboring feelings of offense or anger, courage to face conflict head on, and seeking compromise while avoiding punishing.Leader as a change agentThe nurse leader uses their indicant sources to act as a change agent. They must use their image of power to promote involvement of staf f in the project to summation agree and commitment (Daly, Speedy, Jackson, 2015). The nurse leader must demonstrate their knowledge and competency through their expert power. They must also use their connection power to communicate with others to relay the elements of change as well as receive feedback of opinions and doubts of others (Daly, Speedy, Jackson). Their use of referent power to gain the respect of others helps the nurse leader to influence and motivate others to accept change as well. By approaching change in a positive manner, the nurse leader has the ability to gain support for the change among subordinates throughout the department and organization.ConclusionConflict and change are ever present in the healthcare environment, due to the dynamic nature of the industry. The ability of the nurse leader to effectively promote change, while recognizing and resolving conflict among staff are critical skills that the successful leader must have. Recognizing that conflict and change are necessary to improve care and spark creativity is the important first step towards effectively managing both.ReferencesBoston University School of Health. (2013). Diffusion of Innovation Theory. Retrieved edge 31, 2015, from http//sphweb.bumc.bu.edu/otlt/MPH-Modules/SB/SB721-Models/SB721-Models4.htmlChanging Minds. (2014). Social Exchange Theory. Retrieved March 31, 2015, from http//changingminds.org/explanations/theories/social_exchange.htmDaly, J., Speedy, S., Jackson, D. (2015). Leadership nursing Contemporary perspectives (2nd ed.). Elsevier Health Sciences.Denler, H., Wolters, C., Benzon, M. (2014). Social Cognitive Theory. Retrieved March 31, 2015, from http//www.education.com/reference/article/social-cognitive-theory/Deutsch, M. (2000). The vade mecum of conflict resolution theory and practice. San Francisco, Calif. Jossey-Bass.Kaminski, RN MSN PhD(c), J. (2011). Diffusion of Innovation Theory. Retrieved March 31, 2015, from http//cjni.net/journal/?p=1444 Segal, Ph.D., J., Smith, M.A., M. (2015). Conflict Resolution Skills. Retrieved March 31, 2015, from http//www.helpguide.org/articles/relationships/conflict-resolution-skills.htmStolley, K. (2005). The basics of sociology. Westport, Conn. Greenwood Press.Swanson, D., Creed, A. (2014). Sharpening the Focus of personnel office Field Analysis. Journal of Change Management, 14(1), 28-47.