As a nurse, you may encounter personality clashes between departments that can affect your work environment, patient care, and team morale. How can you effectively address these conflicts and foster a positive and collaborative culture? Here are some tips to help you navigate the challenges of interdepartmental relationships.
The first step to resolving a personality clash is to understand what is causing it. Is it a difference in values, goals, expectations, communication styles, or work methods? Is it a personal issue, a professional disagreement, or a systemic problem? By identifying the root of the conflict, you can tailor your approach and avoid making assumptions or generalizations.
Whenever an interpersonal dispute occurs people are getting triggered. A "trigger" is something that is said or done (or not said or not done) that challenges, threatens or undermines one's values, need and/or identity. In clash situations it is important to figure out what is not only triggering you by what the other person said or did but also what you might have (unintentionally) said or done to trigger the other person.
The next step is to communicate with the other department in a respectful and constructive way. Avoid blaming, accusing, or criticizing them, and instead focus on expressing your perspective, needs, and concerns. Use "I" statements instead of "you" statements, and avoid using words like "always" or "never". Listen actively and empathetically to their point of view, and acknowledge their feelings and interests. Try to find common ground and shared goals, and avoid escalating the conflict or making it personal.
Three keys to effective communication are: 1) listening with your full attention, 2) acknowledging what you understood the other person to say and 3) asking good open-ended questions. Also in productive collaborative conversations both empathy and assertiveness need to be present. However, when sequencing the conversation it is important to empathize first (i.e. seek to understand) and then second to assert (i.e. seek to be understood).
The third step is to seek feedback and solutions from the other department. Ask them how they perceive the situation, what they expect from you, and what they think can be done to improve the relationship. Be open to their suggestions and feedback, and offer your own ideas and proposals. Try to find a win-win solution that satisfies both parties and aligns with the organizational objectives. If possible, agree on specific actions, timelines, and follow-ups to implement the solution.
When seeking solutions, the best ones emerge when the "interests" of everyone have been addressed. Interests are needs, desires, concerns and fears that underlie positions. A good dialog to determine "why" people want what they want can help to reverse-engineer people's positions to their underlying interests. Since interests may not necessarily be competing with one another, seeking solutions based on interests could make the dialog less emotional and adversarial.
The fourth step is to involve a third party if the conflict cannot be resolved directly or if it affects other departments or patients. You can seek the help of a supervisor, a mediator, or a human resources representative to facilitate the dialogue and negotiation between the conflicting parties. A third party can provide an objective and neutral perspective, clarify the issues, and suggest alternatives. However, you should still maintain your own responsibility and accountability for the outcome, and not rely on the third party to solve the problem for you.
The fifth step is to maintain a positive attitude and professionalism throughout the process. Avoid gossiping, venting, or badmouthing the other department, and instead focus on your own work and performance. Respect the diversity and individuality of each department, and appreciate their contributions and strengths. Demonstrate your willingness and commitment to cooperate and collaborate, and show your gratitude and recognition for their efforts and achievements. By doing so, you can build trust and rapport, and prevent future clashes.
The final step is to learn from the experience and use it as an opportunity to grow and improve. Reflect on what you learned from the conflict, how you handled it, and what you can do better next time. Identify your strengths and weaknesses, and seek feedback and support from others. Apply the lessons and skills you gained to your future interactions and relationships, and celebrate your successes and progress. By learning from the experience, you can enhance your professional and personal development, and foster a positive and collaborative culture.