Team members disagree about a client's care plan. Which nursing behaviors promote safe conflict resolution and collaboration? Select all that apply.
Select All That Apply
Choose your responses, then check the answer.
Explanation
Structured huddles, debriefs, and interprofessional rounds help the team raise concerns, build a shared plan, and assign follow-up (Choice 1). Address a coworker privately with specific, respectful, assertive language and an 'I' statement after the immediate clinical issue is safe (Choice 5). TeamSTEPPS CUS language clearly escalates an unresolved safety concern: 'I am Concerned. I am Uncomfortable. This is a Safety issue' (Choice 6). Complaining to uninvolved staff or posting on social media undermines trust and does not resolve the conflict (Choice 2). Yielding to hierarchy can compromise professional accountability and client safety (Choice 3). Personal conflict should not be argued in front of the client and family (Choice 4).
Conflict Resolution Strategies 1. Avoidance: ignore the conflict — short-term peace, long-term resentment; rarely appropriate alone 2. Accommodation: yield to the other party — useful when the issue is minor or relationship matters more 3. Competition: assert one's position — useful in emergencies or when ethical principles are at stake 4. Compromise: each side gives up something — quick, partial satisfaction 5. Collaboration: work together for a win-win — best for important issues with time
TeamSTEPPS Communication Tools - CUS: Concerned → Uncomfortable → Safety issue (graduated escalation) - DESC: Describe, Express, Specify, Consequences (assertive feedback) - SBAR: Situation/Background/Assessment/Recommendation - Two-challenge rule: if first concern is dismissed, voice it twice; then escalate - Huddle, brief, debrief: structured team check-ins
Direct Communication Principles - "I" statements not "You" attacks ("I felt..." vs "You always...") - Private and timely - Focus on behavior, not personality - Listen + ask + clarify before judging - Document if pattern continues
Triangulation (Avoid) Discussing the conflict with uninvolved coworkers instead of the involved person. Damages team trust, bypasses the issue, and creates a culture of gossip. Manager involvement is appropriate AFTER direct attempts fail.
Memory Tip "Direct + Private + I-statement; Use CUS for safety; No bedside or break-room drama"
Action Map1. Direct + private + assertive with "I" statements2. CUS for safety concerns: Concerned → Uncomfortable → Safety issue3. Two-challenge rule if dismissed; escalate chain of command4. Use huddle/debrief/IP rounding to align team plan5. Document; follow up
Avoid- Triangulation (gossip to uninvolved staff)- Avoidance / yielding to seniority on safety issues- Confrontation in front of client/family- Personality attacks; "You always" statements
TeamSTEPPS / CUS Framework — Evidence-based teamwork system from AHRQ for healthcare. Core communication tools include SBAR, Call-out, Check-back, Handoff, and the CUS framework: I am Concerned → I am Uncomfortable → this is a Safety issue. CUS provides graduated, respectful escalation when clinical safety is at stake. Two-challenge rule: voice a concern at least twice; if still dismissed, invoke the chain of command. Huddle, brief, and debrief structure team check-ins.
Conflict Resolution Strategies — Five common strategies (Thomas-Kilmann): Avoidance (ignore), Accommodation (yield), Competition (assert), Compromise (mutual concession), Collaboration (joint problem-solving). Collaboration is generally preferred for important issues with adequate time; Competition may be appropriate in true emergencies or when ethical principles are non-negotiable; Avoidance and Accommodation are appropriate for trivial issues or short-term de-escalation but become harmful when used chronically for substantive concerns.
Triangulation in Team Communication — Discussing a conflict or grievance with uninvolved coworkers (or on social media) instead of addressing the involved person directly. Damages team trust, bypasses problem-solving, creates culture of gossip, and may violate professional codes. Standard practice: address the involved person directly and privately first whenever safe; involve a manager only after direct attempts have been made or when the behavior threatens client safety. Never venti about colleagues in client-facing or public spaces.