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Introduction

Interprofessional education (IP-E) has been determined as a critical aspect that prepares graduate students to enter into the clinical or health workforce. It is an integral approach where teamwork, as well as collaboration, is accounted for as important competencies. According to van Diggele et al. (2022), World health organization has marked interprofessional education as an interaction through which professionals gather knowledge from, about, and among each other for enhancing effective collaboration and also improving overall health outcomes (Assi et al., 2022). This essay provides information on interprofessional collaboration and communication of a graduate registered nurse (RN) to manage conflict among teams and build a positive work environment. 

Communication Strategies Employed

It is a matter of concern for healthcare management whenever recruiting and retaining registered nurses, as mentioned by the World Health Organization (WHO). It definitely coincides with the fact that shortages are reported in the EU, North America (NA), Africa, Australia, and Asia (Assi et al., 2022). Moreover, it is also drawn from studies that show that registered nurses (RN) face stressful situations when newly recruited and attending their first-year courses. Meanwhile, interprofessional communication focuses on both synchronous & asynchronous conditions and hence builds an individual’s perception based on attitude, language, and tone (Foronda MacWilliams & McArthur, 2016). As a graduate registered nurse, it is necessary to primarily consider the communication and collaboration strategy needed to build a positive work environment. As informed by van Diggele et al. (2022), leadership teams work with the medical team and certainly embrace interprofessional education to deliver good medical care.

Newly graduated nurses, particularly beginning registered nurses, are eager to begin their respective professions, although it is quite stressful during the transition. Leonard et al. (2022) explained that NGN initially demonstrates its role from an idealistic view, which gradually changes due to the realistic situations that arise from complex patient health care and maintaining an interprofessional relationship with teams. It is further reported that only 10% of registered and other newly graduated nurses are aware and prepared to enhance safe practices (Leonard et al., 2022). On the contrary, the remaining NGNs need more confidence or have inadequate skills to perform their job. Taking the understanding from the video, it is important to take the idea about the criticality of interprofessional team collaboration and the role of beginning registered nurses, improving communication skills and collaboration is a concern. For effective management of nursing practice, interprofessional training is essential to receive the necessary education (Forbes III & Evans, 2022). Based on this training, enhanced strategies can be developed, which include engaged listening, non-verbal communication, and boosting the communication level to speak concisely and clearly.

Conflict Analysis

Conflicts in healthcare workplaces among professionals are a common scenario under different circumstances. As informed by Laroche et al. (2018), the majority of professionals, particularly registered nurses who have been newly recruited, face workplace conflicts or disruptive behaviors frequently. Reported evidence suggested that 43% of Operation theater professionals (surgeons and RNs) often experience conflicts related to postoperative goals related to care (Laroche et al. 2018). As per the analysis of the video and general implication of conflicts during interpersonal meetings, it is perceived that conflict among teams and NRNs is related to disruptive behaviors, harsh worlds, and language and communication breakdown. Under evidential circumstances, conflicts between interprofessional teams and NGNs can be viewed constructively for clarifying misunderstandings or disagreements; it can deliberately alter the dynamism within teams and performance, create trust issues, and decrease the quality of care. According to the statement of Delak & Širok (2022), in complex workplace settings like healthcare, conflicts are a concerning matter since they adversely impact healthcare services quality and workforce challenges. Nurses and medical professionals are potential occupants in terms of healthcare provisioning. Therefore, effective collaboration among them is important to enhance the performance, quality, and efficiency of work (Coke 2019).

When investigating conflicts in healthcare, several incidents can be observed that particularly threaten patient care. Evidence-based understanding from the study conducted by Laroche et al. (2018) explained different incidences where conflict has created an adverse impact on the quality of care. Some of the key factors that are related and distributed over conflicts indicate timeliness, patient-centered consequences, efficiency, and effectiveness. It has been observed that these factors are negatively impacted by interpersonal and intrapersonal conflicts. On the contrary, interpersonal conflicts typically disrupt timeliness, reducing the quality of patient care and elevating patients’ health risks. Further explanation provided by Ika Novieastari & Nuraini (2019) demonstrated that conflicts among interdisciplinary teams mostly occur due to practice limitations and a lack of interprofessional skills. Moreover, communication problems in healthcare organizations have been considered a major factor in conflicts between the interprofessional team and the newly graduated registered nurse. A systematic review of studies informed that nearly 20% of the scheduled working time of healthcare teams is used to solve conflicts, and 25% of the time is used in managing and handling conflicts(Coke 2019). Therefore, it can be stated that evidence provides a clear view of conflict occurrence and its impact on work performance and quality of care while notably implicating trust issues among team members and RNs. 

Conflict Resolution Strategy

It has already been explored that conflict in healthcare workplaces is a common incident. Initially, conflict in healthcare was considered a negative factor that impacted staff performance, trust, and patient care (Whitehorn, 2020). However, in recent times, it has been regarded positively as a discord that implicates differences in concepts and values and hence creates a debatable situation. Even though there is a change in perception regarding conflicts in healthcare, it is still a concerning matter due to patient safety(Coke 2019). Registered nurses can be recognized as potential leaders in managing interprofessional relationships and building a strong workplace. According to Abou Ramadan & Eid (2020), nursing leadership has gained paramount importance due to its effectiveness in challenging times and competent management of healthcare conflicts. However, toxic leadership under stressful conditions may elevate due to resource shortages, intense competition, and increasing petitions, which can evoke an unmanageable situation (Jaber et al., 2022). Thus, evidence-based recognition of situations interpreted that improvement in leadership experiences is essential to conduct development programs for leaders to handle conflicts. Moreover, it is an appropriate strategy to be equipped by newly hired registered nurses to gauge the expectation level of nursing staff and other interprofessional collaborative teams for improving their commitment (Ahmed et al., 2023).

“Conflict resolution styles,” as delineated by Delak & Širok (2022), showcases many discrepancies in managing nursing conflicts compared to other research on a similar aspect. It has been noted from comprehensive reviews that addressing conflict resolution strategies has significant literature gaps. On the contrary, evidence is aligned to highlight that avoidance is a major approach of beginning registered nurses and other health professionals to resolve conflicts in hospitals (Özkan et al., 2018). Apart from this, accommodation or adjusting is another strategy to be followed by RNs and physicians to develop a work environment that is positively influenced. 

Conclusion

The overall contribution of information based on the emphasis on interprofessional collaboration between graduate registered nurses and interprofessional teams is achieved. It has been observed that the interprofessional collaboration of GRNs is challenging initially due to stressful situations, leading to conflicts. Traditionally, conflict is identified as a negative aspect that deters work performance, trust, and care quality with ineffective conflict management strategies. Recently, different resolution strategies have been developed and discussed to implicate how GRNs can manage workplace conflicts and build positive interprofessional relationships in the work environment.

Reference

Abou Ramadan, A., & Eid, W. (2020). Toxic leadership: conflict management style and organizational commitment among intensive care nursing staff. Evidence-Based Nursing Research, 2(4), 46-59. http://dx.doi.org/10.47104/ebnrojs3.v2i4.160

Ahmed, S. A. E. M., & Gaballah, S. (2023). Conflict and communication gap among the critical care nurses during care of patients with COVID-19.International Journal of Africa Nursing Sciences,18, 100499.https://doi.org/10.1016/j.ijans.2022.100499

Assi, M. D., Eshah, N. F., & Rayan, A. (2022). The Relationship Between Mindfulness and Conflict Resolution Styles Among Nurse Managers: A Cross-Sectional Study.SAGE Open Nursing,8, 23779608221142371.https://doi.org/10.1177/23779608221142371

Coke, L. A. (2019). Integrating entrepreneurial skills into clinical nurse specialist education: The need for improved marketing, negotiation, and conflict resolution skills.Clinical Nurse Specialist,33(3), 146-148.https://doi.org/10.1097/NUR.0000000000000440

Delak, B., & Širok, K. (2022). Physician–nurse conflict resolution styles in primary health care. Nursing Open, 9(2), 1077-1085. https://doi.org/10.1002/nop2.1147

Forbes III, T. H., & Evans, S. (2022). From anticipation to confidence: A descriptive qualitative study of new graduate nurse communication with physicians. Journal of Nursing Management, 30(6), 2039-2045. https://www.ncbi.nlm.nih.gov/pmc/articles/PMC9790247/pdf/JONM-30-2039.pdf

Foronda, C., MacWilliams, B., & McArthur, E. (2016). Interprofessional communication in healthcare: An integrative review. Nurse education in practice, 19, 36-40. https://doi.org/10.1016/j.nepr.2016.04.005

Ika, C., Novieastari, E., & Nuraini, T. (2019). The role of a head nurses in preventing interdisciplinary conflicts. Enfermería Clínica, 29, 123-127. https://www.sciencedirect.com/science/article/abs/pii/S1130862119301111

Jaber, A., Ta'an, W. A. F., Aldalaykeh, M. K., Al‐Shannaq, Y. M., Oweidat, I. A., & Mukattash, T. L. (2022, November). The perception of shared governance and engagement in decision‐making among nurses. InNursing Forum (Vol. 57, No. 6, pp. 1169-1175).https://doi.org/10.1111/nuf.12817

Laroche, T., Muller-Juge, V., Blondon, K. S., Perron, N. J., Bajwa, N. M., Vu, N. V., ... & Nendaz, M. R. (2018). When Team Conflicts Threaten Quality of Care: A Study of Health Care Professionals’ Experiences and Perceptions. https://www.ncbi.nlm.nih.gov/pmc/articles/PMC6408685/

Leonard, J. C., Whiteman, K., Stephens, K., Henry, C., & Swanson-Biearman, B. (2022). Improving Communication and Collaboration Skills in Graduate Nurses: An Evidence-based Approach. OJIN: The Online Journal of Issues in Nursing, 27(2). https://www.doi.org/10.3912/OJIN.Vol27No02Man03

Özkan Tuncay, F., Yaşar, Ö., & Sevimligül, G. (2018). Conflict management styles of nurse managers working in inpatient institutions: the case of Turkey.Journal of Nursing Management,26(8), 945-952.https://doi.org/10.1111/jonm.12609

van Diggele, C., Roberts, C., Burgess, A., & Mellis, C. (2020). Interprofessional education: tips for design and implementation. BMC Medical Education, 20(2), 1-6. https://doi.org/10.1186/s12909-020-02286-z

Whitehorn, A., (2020). Conflict resolution in healthcare settings: staff conflicts. https://jbi.global/sites/default/files/2020-05/12418%20Conflict%20Resolution.pdf

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