Integrated Conflict Management Systems’ Efficiency

Subject: Management
Pages: 2
Words: 586
Reading time:
3 min
Study level: Master

The article focuses on the research aiming to provide evidence of Integrated Conflict Management Systems (ICMS) efficiency. The author studies the data from the healthcare institutions in the eastern US, where these systems have been implemented for eight years (Dunford, 2019). Specifically, they test how Conflict Management Interviews (CMIs) affect the percentage of formal grievances, employees’ perception of corporate culture, and employee retention rates. Occurrence, frequency, and quality of CMIs are the parameters selected for the study. The research proves that high-quality CMIs are beneficial to the companies and employees, while the frequency of the meetings is not very important. ICMS contribute towards a healthy environment, better communication, and development of leadership skills. Hence, the implementation of ICMS principles is essential in the professional nursing practice.

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ICMS is a concept that has gained significant recognition in the US and some other developed countries lately. It is universal and can be effectively used in different industries, including healthcare. The research on Trustorg company in the UK revealed the positive effect of implementing ICMS principles on employees’ happiness and quality of medical services (Latreille & Saundry, 2016). Compassion and empathy are some of the essential traits of healthcare professionals. Using ICMS to resolve internal conflicts could have a positive effect on these qualities. Latreille and Saundry (2016) state that “most managers who had been through mediation had consequently reflected on the way they dealt with difficult issues and improved their practice accordingly” (p. 201). It leads to the conclusion that the healthcare industry could benefit from a ubiquitous implementation of ICMS.

The article covers the attempt to implement ICMS in healthcare, and while the results are positive, the impact is not statistically significant. Dunford (2019) argues that to ensure the efficiency of ICMS, all managers have to receive proper conflict management training. On the other hand, the research shows that using trained mediators to apply the principles of ICMS could prove to be a reliable alternative option (Latreille and Saundry, 2016). Both studies state that limited research on the efficiency of ICMS exists; therefore, it is difficult to draw any comparisons to other industries. Overall, the outcomes mostly matched the expectations of the researchers, particularly with high-quality CMIs.

Emotional intelligence and the ability to solve conflicts are essential to advanced practice nurses’ (APNs) work. Sipes (2020) states that APNs work is in many ways similar to project management. Sipes (2020) lists “accountability and advocacy for employees, ability to negotiate and resolve conflict, and ability to communicate effectively” (p. 31) as some of the key qualities for APNs. Therefore, integrating the principles of ICMS could prove useful to enhance leadership and management skills in APNs. Lahana et al. (2019) note that most APNs do not have experience in conflict management because the majority of the universities do not focus on conflict management training in their programs. However, according to Dunford (2019), the training is necessary to ensure the quality of interactions in ICMS. Therefore, implementing the principles of ICMS in APNs practice and education could prove beneficial to the industry.

ICMS have gained recognition in recent years, and companies in different industries implement the principles of this concept to improve corporate culture and employees’ efficiency. However, limited research exists on the topic, and Dunford addresses this issue, showing how the ideas of ICMS can work efficiently in the healthcare industry. Learning how to prevent internal conflicts is especially important in the healthcare industry, as employees’ well-being has proven to have a positive impact on the quality of medical care.

References

Dunford, B. B. (2019). Integrated conflict management systems pay off with lower levels of formal grievances and lower turnover rates. Industrial & Labor Relations Review, 73(2), pp. 528-551. Web.

Lahana, E., Tsaras, K., Kalaitzidou, A., Galanis, P., Kaitelidou, D., & Sarafis, P. (2019). Conflicts management in public sector nursing. International Journal of Healthcare Management, 12(1), pp. 33-39. Web.

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Latreille, P. L., & Saundry, R. (2016). Toward a system of conflict management? Cultural change and resistance in a healthcare organization. In D. Lewin et al. (Eds.), Managing and resolving workplace conflict (pp. 189-209). Emerald Group Publishing.

Sipes, C. (2020). Project management for the advanced practice nurse. Springer.