Change and Conflict Resolution
Chapter 16
Margaret M. Anderson, EdD, RN, C, CNAA


This chapter explores the concept of change and conflict resolution. Change is defined in the context of making something different from the way that appeared in the past. Multiple change theorists are explored as they define personal and organizational change. Steps in the change process are related to the nursing process. These steps are: assessment, planning, implementation, evaluation, and stabilization. During assessment the problem or opportunity is identified. Subsequent data collection and analysis should be obtained from structural, technical resources, and people. The planning phase helps to determine who will be affected, the potential solutions, driving and resistant forces, and strategies for implementation. The implementation phase promotes the change in groups and organizations. Different strategies work in a variety of situations or circumstances including:
1. the power coercive strategy - based upon authority and control
2. normative – re-educative - based on the assumption that group norms are used to socialize different people
3. rational – empirical-assumes that people are rationale and use knowledge to embrace change

Evaluation of the effectiveness of the change is imperative, along with ensuring that the change remains stable over time.

There are multiple responses to change. Most typically, these responses are met with resistance, commonly due to trust and ability to cope. Bushy’s six behavioral responses to planned change help nurses anticipate and understand how and why staff may react. These responses include innovators, early adapters, early and late majority, laggards, and rejecters.

Significant discussion is dedicated to defining the role and characteristics of the change agent or one responsible for implementing change. Strategies are identified to help manage the process, which leads into the section on conflict resolution.

Conflict is a normal part of change. It often stems from many sources including value differences, fear, and goal disagreement. Seven methods of conflict resolution are reviewed with suggested advantages, disadvantages, and potential outcomes.

If handled appropriately, conflict can be a means to move the change process. The author sites multiple strategies to facilitate conflict resolution, with the most important being open, honest, and clear communication. The leadership and management role in conflict resolution is outlined with effective interventions.