Resolving Conflict

  Y​‌‍‍‍‌‍‍‌‍‌‌‍‍‍‌‍‌‌‌‍​our response should add additional information or provide support for the classmates response. You should provide support with at least one current journal reference included in the posting. Classmates posting:What strategies can Carlos and the EMR implementation team employ to address conflict management before the go-live date? Utilizing overarching mutual goals (nurses, physicians/providers, organization) allows for everyone on the healthcare team to agree and examples would be improved patient outcomes and avoiding patient harm. According to McKibben, “process conflict arising from incompatible views on how work should be done” can be managed with “group supervision or a forum for team communication, to allow for shared discussion and problem solving.” (McKibben, 2017, p. 101) “When organizational change happens, people personalize it and make it about themselves. They start to believe the change is happening to them, for them or against them.” McKinley, D., Zielinski, L., 2019, p. 52) A strategy for Carlos to implement would be to collaborate with the nurses and physicians and get them to spend time in a testing environment while thinking about their mutual goals and experience the process flow, make suggestions for efficiencies, mark any areas of inefficiency, unnecessary clicks, and need for safety popups, etc. Ask for feedback on what are the pros and cons of their current methods and then ask them to think about pros and cons about the implementation of the EMR and CPOE. Carlos should model open mindedness, curiosity, patience, and knowledge sharing. Giving them an opportunity to communicate openly and have their concerns received and receive feedback is important to the process. He can offer to volunteer time and ask for others to volunteer from each shift, for additional 1-1 training with tech support/project leaders to become the shift experts on the new process from both the nursing and physician populations. Perhaps some of them can pair so physicians can see what nurses view and vice versa in the order entering/viewing process in the EMR. They can plan a special helpdesk hotline dedicated to troubleshooting the implementation. It would also be helpful to arrange additional onsite training for key leaders in the units to ensure each shift has an expert user to lean on as well as onsite trainers for the first week of implementation. What strategies can Carlos and the EMR i​‌‍‍‍‌‍‍‌‍‌‌‍‍‍‌‍‌‌‌‍​mplementation team use to address conflict management after implementation? Conflict can be pointed to as opportunity for beneficial change. Carlos and the EMR implementation team with the nurses and physicians, can evaluate whether their mutual goals have been met. McKibben says, “Conflict highlights diversity and divergent, but equally important, viewpoints, it promotes mutual respect for one another, encourages dialogue and negotiations, and improves understanding of roles.” (McKibben, 2017, p. 102) Reframing the context through “conceptualization [which] forms the basis for everyone’s reactions to the frustration” they were feeling, can lead to understanding the “nature of our differences” and reduce frustration. (Yoder-Wise, p. 128) When leadership collaborates and acknowledges the importance of each role on the clinical team and their role specific concerns are validated, perhaps some flexibility in accepting implementation can ensue, and less rigidity from the part of the multidisciplinary team (nursing staff and providers). Regrouping with the nurses and physicians and receiving evaluations on the rollout and reflecting on whether their initial perceptions were accurate or inaccurate and in what ways. Were there enough additional floating staff support to offset time for the learning curve and training/troubleshooting to ensure safe, quality patient care? What was positive and what happened that made the process difficult? Do they have any suggestions to make it better? Bringing the staff in as stakeholders in the process, offering opem communication and opportunities for engagement and empowerment can help make the implementation of the EMR conflict a positive teambuilding effort with positive outcomes for the organization and patients.