oklahoma nurses association c.a.r.e.s program

Steps to Resolving Workplace Concerns/Conflicts

Step 1. Informal Negotiation: When dealing with a workplace concern or conflict:

• Objectively address your concerns at the level of the issue first
• Discuss the issue with the person(s) directly involved
• Base discussion on facts and issues, no personality
• Use constructive, non-threatening statements
• Avoid accusation. Focus on issue resolution
• Document dates, points of discussion and response(s)/Keep for future reference
• Consider using on of ONA's Position Statements as part of your documentation

 

Step 2. Follow the Chain of Command: Nurse Manager: If the issue is not resolved with informal negotiation, discussion with your first line supervisor.

• Describe the issue concisely, using objective, specific details
• Supply additional information if requested
• Use constructive, non-threatening statements
• Avoid accusation. Focus on the issue
• Document date and points of discussion and response(s)/Keep for future reference
• Note: If the issue involves the Nurse Manager, follow your agency's chain of command. Consult your Human Resources Department if appropriate.

  

Step 3. Chain of Command: To be used if resolution has not occurred.

• Follow your agency's chain of command. Consult your HR Department if appropriate.
• Document date, points of discussion and response(s)/Keep for future reference

Having trouble with ways to communicate the issue? Consider using the Concern for Assignment Form.

Frequently Asked Questions

How long should I wait for resolution?

• Depends on the issue.
• Some issues may take weeks/months to address/resove.
• Activity may be occuring that you are unaware of, however, approach our Nurse Manager again if the issue resurfaces of does not improve.
• Provide additional, objective, issue focused information PRN.

 

How can I decrease my risk in speaking up?

• Carefully follow the policy and the HR Department's advice.
• Be aware that organizations have non-retaliation policies for staff who speak up.

Have these guidelines ever worked before?

• Yes. One of your peers, a courageous, concerned nurse followed the chain of command to voice her concerns regarding staffing issues on her unit. She addressed her concerns verbally to her Manager on several occasions. She put her concerns in writing, documenting the impact of the staffing ratios, mix and acuity level on patient care. With the advice of a peer, she wrote several drafts to assure she was using constructive, non-threatening statements that focused on issue resolution. After consulting with the HR Department, she sent the information to her Manager and Vice President. As soon as the memo was completed, she felt a sense of hopefulness. The Manager responded with support, the VP discussed her ideas for resolving the issue; and things began to slowly improve on her unit. While many factors came together to resolve the issue she knows that she participated in the solution.