racial discrimination or bullying.
racial discrimination or bullying.
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Question 1
Conflicts in the workplace present tensions and are likely to interfere with staff morale. When this happens and work, stress escalates for caregivers and patients will miss out on quality care. It is, therefore, imperative for arising conflicts to be handled efficiently and effectively (Whitehead, Weiss & Tappen, n.d). A sample situation where a nurse manager can apply problem resolution is in cases of animosity between nurses—for instance, racial discrimination or bullying. A situation where a nurse manager would use negotiation to resolve a conflict can be on issues of nurses airing grievances. These can be issues like their working conditions where they are threatening to strike. Here the nurse manager can negotiate with them on the way forward to ensure they are satisfied and care delivery is not affected.
Question 2
Informal negotiation works without the need for prescribed rules. The outcome entirely depends on the rules adopted by the parties themselves. They agree on the steps to undertake and other things like the time and the place of negotiation. Parties to an informal negotiation have a chance for a casual discussion, and there is minimal pressure. The strategy in place here presents a platform for as much discussion as possible and verbal agreements are endorsed. Again, parties to this discussion are able to avoid the public spotlight. Formal negotiation, on the other hand, tends to be public in nature. The initiating party is not afraid of the public knowing about the existence of the negotiation and the issues at hand. It comes as a wakeup call to the other party on the seriousness of the matter. The procedures involved are highly formalized, and there are laws that lay the foundation for the same (Whitehead, Weiss & Tappen, n.d). A good example is collective bargaining presenting the interests of nurses to the management.
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