This is part four of a four-part series on conflict in the workplace. Part one dealt with bullying, part two covered intergenerational conflicts among nurses, and part three focused on interdisciplinary conflict.
One of the recurring themes in the American Sentinel healthcare blog is that nurses can and should build leadership skills at every stage of their careers.
Here’s something to consider: leadership and resolving conflict go hand-in-hand. According to various surveys and estimates, nursing managers spend between 25 and 40 percent of their time dealing with conflict. Doesn’t it make sense that your organization would actively seek out and promote those individuals that demonstrate the ability to address conflict in productive ways?
Whether you’re a nurse manager or an advancement-minded staff nurse, one of the best career strategies you can employ is to become adept at managing and resolving conflict.
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