CNL Module 2: Handling Conflict with Care

About CNL

Nurses have a key role to play to ensure the best quality of life and care for residents and a healthy work environment. Everyday, nurses have to work effectively with a broad range of people across departments and roles, as well as with residents who have high care and support needs. Nurses act as key contacts for families/care partners, work with primary care providers, and engage with hospitals and others in the healthcare system.

This course will enhance the clinical leadership skills of nurses working in long-term care through realistic scenarios and scenario-based practice.

The eLearning training helps nurses navigate conflict, communicate with confidence, and learn how to thrive as clinical leaders in three short modules:

• Module 1: Communicating Effectively
• Module 2: Handling Conflict with Care
• Module 3: Being a Leader

Audience

Registered Nurses (RNs) and Registered Practical Nurses (RPNs) working in long-term care, and nursing students.

Acknowledgements

We would like to thank the people who contributed to the development and review of content for these modules:

• Dr. Mary Ann Murray, RN, PhD, CHPCN(c), Professor, Nursing Studies, Algonquin College
• Susan Ogilvie, RN, MEd, MScN, Professor, Nursing Studies, Algonquin College
• Michelle Fleming, SSW, BA, Knowledge Broker, Ontario CLRI at Bruyère
• Jen Plant, MSc, Director of Clinical Practice, Perley and Rideau Veterans’ Health Centre
• Sue Burnell-Jones, RN, A/Manager Personal Care, Peter D Clark Home
• Joanne Villeux, RN, BScN, Centre d’Acceuil Champlain
• Susan Wendt, RN, Director of Care, Saint-Louis Residence
• GEVC Inc.

Conflict of interest statement: The authors have declared to have no conflicts of interest.

References

The following references were used in the development of the eLearning modules:

Module 1: Communicating Effectively

• Arnold, E.C., & Boggs, K.U. (2018). Interpersonal relationships: Professional communication skills for nurses. Toronto: Elsevier.
• College of Nurses of Ontario. (2018). Practice guidelines: Authorizing mechanisms. Retrieved from: https://www.cno.org/globalassets/docs/prac/41075_authorizingmech.pdf
• Chute, A. (2019). Communication: At the heart of nursing practice. pp. 611. In Gregory, D., Raymond-Seniuk, C., Patrick, L., & Stephen, T. Fundamentals: Perspectives on the art and science of Canadian nursing. Philadelphia: Wolters Kluwer.
• Potter, P.A., & Perry, A.G. (2018). Canadian fundamentals of nursing. (6th ed.). Toronto: Elsevier.

Module 2: Handling Conflict with Care

• Arnold, E.C., & Boggs, K.U. (2018). Interpersonal Relationships: Professional Communication Skills for Nurses. (7th ed.). St. Louis, Missouri: Elsevier.
• Beebe, S.A., Beebe, S.J., & Ivy, D. (2016). Communication principles for a lifetime (6th ed.)
• Furlong, G. T. (2010). The conflict resolution toolbox. Models & maps for analyzing, diagnosing, and resolving conflict. Mississauga, Ontario: John Wiley & Sons Canada, Ltd.
• Lazoritz & Carlson, (2008). In Weiss, S.A., & Tappen, R. M. (2015). Essentials of Nursing Leadership and Management. (7th ed.). Philadelphia: F.A. Davis Company.
• Pettrey, L. (2003). Who let the dogs out? Managing conflict with courage and skill. Critical Care Nursing, 23, 21-24. http://ccn.aacnjournals.org
• Weiss, S.A., & Tappen, R. M. (2015). Essentials of Nursing Leadership and Management. (6th ed.). Philadelphia: F.A. Davis Company.
• College of Nurses of Ontario (2018). Practice guidelines: Conflict prevention and management. Retrieved from: https://www.cno.org/globalassets/docs/prac/47004_conflict_prev.pdf

Module 3: Being a Leader

• Atkinson-Smith, M. (2011). Are you a transformational leader? Nursing Management, 44-50.
• Canadian Nurses Organization, (2019). Developing SMART Learning Goals. Retrieved from: https://www.cno.org/globalassets/docs/qa/2019/smart-goals-2019.pdf
• Chu, C. H., Wodchis, W. P., & McGilton, K. S. (2014). Turnover of regulated nurses in long-term care facilities. Journal of Nursing Management, 22, 553-562.
• Cook, Michael J. "The attributes of effective clinical nurse leaders." Nursing Standard 15.35 (2001)
• Cummings, G. G., MacGregor, T., Davey, M., Wong, C. A., Lo, E., Muise, M. & Stafford, E. (2018). Leadership styles and outcome patterns for the nursing workforce and work environment: a systematic review. International Journal of Nursing Studies, 85, 19-60.
• Ellis, K. (2016). Registered Nurses’ Association of Ontario: Every Nurse a Leader Workshop. Toronto, ON.
• Enterkin, J., Robb, E., & McLaren, S. (2013). Clinical leadership for high-quality care: Developing future leaders. Journal of Nursing Management, 21, 202-216.
• Gottlieb, L. N., Gottlieb, B., & Shamian, J. (2012). Principles of strengths-based nursing leadership for strengths-based nursing care: a new paradigm for nursing and healthcare for the 21st century. Nursing Leadership (Toronto, Ont.), 25(2), 38-50. Retrieved from: http://www.longwoods.com/content/22960
• Hutchinson, M., & Jackson, D. (2013). Transformational leadership in nursing: Towards a more critical approach. Nursing Inquiry, 20(1), 11-22.
• Kelly, P., & Crawford, H. (2013). Nursing Leadership and Management. (2ndCanadian ed.).
• Kelsey, C., & Hayes, S. (2012). A framework for educational leadership. Change Management, 22(8), 16-20.
• Lacasse, C. (2013). Developing nursing leaders for the future: Achieving competency for transformational leadership. Oncology Nursing Forum, 40(5), 431-433.
• Lewicki, R., & Bunker, B. (2012). Developing and maintaining trust in work relationships. In Kramer, R.N., Tyler T.R. (Eds.), Trust in organizations: Frontiers in theory and research, pp. 114-139. Thousand Oaks, CA: Sage.
• MacPhee, M. (2015). Leading, Managing, and Following. In Yoder-Wise, P. Leading and Managing in Canadian Nursing, pp. 5-22. Toronto: Elsevier.
• McIntyre, M. & McDonald C. (2018). Realities of Canadian Nursing; Professional, practice, and power issues. (5th ed.). China: Lippincott Williams & Wilkins.
• Munir, F., Nielsen, K., Garde, M.H., Albertsen, K., & Carneiro, I.G (2012). Mediating the effects of work–life conflict between transformational leadership and health-care workers job satisfaction and psychological wellbeing. Journal of Nursing Management, 20, 512-521.
• Rankin, V. (2015). Clinical nurse leader: a role for the 21st century. MedSurg Nursing, 24(3), 199-203.
• Reem Nassar AL-Dossary (2017). Leadership in Nursing. Retrieved from: https://www.intechopen.com/books/contemporary-leadership-challenges/leadership-in-nursing
• Registered Nurses' Association of Ontario, (2013). Developing and sustaining nursing leadership. Best Practice Guideline (2nd ed.).
• Registered Nurses’ Association of Ontario, (2013). Developing and Sustaining Nursing Leadership Best Practice Guidelines. Retrieved from: http://rnao.ca/bpg/guidelines/developing-and-sustaining-nursing-leadership
• Registered Nurses’ Association of Ontario, (2014). Developing and Sustaining Nursing Leadership: Tips and Tools. Retrieved from: http://rnao.ca/sites/rnao-ca/files/LEADERSHIP_16.5_x_8.5_WEB_0.pdf
• Rodwell, C.M. (1996). An analysis of the concept of empowerment. Journal of Advanced Nursing, 23(2), 215-421.
• Squires, M., Tourangeau, A., Spence Laschinger, H. K., & Doran, D. (2010). The link between leadership and safety outcomes in hospitals. Journal of Nursing Management, 18, 914-925.
• Surakka, T. (2008). The nurse manager's work in the hospital environment during the 1990s and 2000s: responsibility, accountability and expertise in nursing leadership. Journal of Nursing Management, 16(5), 525-534.
• Weberg, D. (2010). Transformational leadership and staff retention: An evidence review with implications for healthcare systems. Nursing Administration Quarterly, 34(3), 246-258.
• Welford, C. (2002). Matching theory to practice. Nursing Management, 9(4), 7-11.
• Weiss, S.A., & Tappen, R.M. (2019). Essentials of Nursing Leadership and Management. (7th ed.). Philadelphia: F.A. Davis Company.
• Yoder-Wise, P.S. (2019). Leading and Managing in Canadian Nursing. (2nded.). Toronto: Elsevier Canada.