Name
Chamberlain University
NR-506: Healthcare Policy
Prof. Name
Date
You are a family nurse practitioner (FNP) working in an outpatient primary care office that is part of a large hospital system. The practice has been established for more than 15 years, and many of the clinical and administrative staff members have been employed there since its opening. You have recently joined this practice and have been working there for less than three months. During this short period, you have observed several episodes of conflict among the clinical staff, including heated arguments that sometimes occur in patient areas.
One day, you overhear a dispute between two staff members while reviewing a patient’s chart. The chart indicates an alarmingly low blood pressure that was not reported to you by the medical assistant (MA). When confronted, the MA explains that she intended to notify you but became distracted by the argument and forgot. Unfortunately, this pattern of unprofessional conduct is recurrent in the practice.
The lack of staff cooperation not only compromises teamwork but also reduces the time available to focus on patients, delays the patient flow, and increases the risk of compromising patient safety. This case highlights the ethical and legal implications of unresolved staff conflict within healthcare settings.
Workplace conflict is inevitable in any healthcare environment. However, unresolved conflicts can negatively affect communication, teamwork, and patient care. If conflicts are ignored, the consequences may extend to ethical breaches, legal liability, and poor patient outcomes. Each member of the healthcare team has both ethical and legal responsibilities to maintain professionalism and prioritize patient safety.
The table below summarizes the potential issues, ethical implications, and legal risks for the key stakeholders involved in this case:
| Practice Member | Potential Issues | Ethical Implications | Legal Implications |
|---|---|---|---|
| Medical Assistant (MA) | Failed to notify the NP about dangerously low blood pressure due to distraction from conflict. | Violated beneficence (duty to act for patient’s well-being) by allowing personal conflict to interfere with patient care. | Risk of negligence or malpractice if patient harm occurs due to delayed reporting. |
| Nurse Practitioner (NP) | Responsible for overall patient care but exposed to an environment of frequent conflict. | Compromised beneficence by tolerating ongoing conflict that impacts patient safety. | May face liability for malpractice or negligence if adverse patient outcomes occur, even if indirectly caused by staff. |
| Medical Director | Did not address recurring staff conflicts and failed to enforce accountability. | Violated nonmaleficence (do no harm), beneficence, and justice by allowing unsafe conditions. | Could be legally liable for systemic negligence affecting patient care and staff conduct. |
| Practice as a Whole | Lack of teamwork, professional communication, and structured conflict resolution. | Failure to uphold ethical practice standards, compromising quality care and safety. | The practice may face institutional malpractice claims and vicarious liability for staff negligence. |
Unresolved conflict in this case threatens not only individual accountability but also organizational integrity. Therefore, interventions must focus on ethical responsibility, legal compliance, and team cohesion.
To reduce the risk of future patient safety incidents, structured interventions are necessary. The following strategies address conflict resolution, professional communication, and teamwork enhancement:
Conflicts often arise due to miscommunication, unclear role boundaries, or interpersonal differences (AHRQ, 2019). A thorough root cause analysis can help identify the specific triggers within this practice and guide tailored interventions.
All staff must be trained in professional communication skills. Arguments, especially in patient areas, are unacceptable. Communication barriers should be identified and addressed. Creating an open and respectful communication culture helps staff share concerns constructively, improving safety outcomes (Gluyas, 2015).
Every staff member must be recognized as a valuable contributor to patient care. Research demonstrates that strong teamwork improves patient safety, reduces stress, enhances job satisfaction, and decreases staff turnover (Kumar et al., 2014). Team-building exercises and role clarification sessions should be conducted.
Staff should be trained in conflict management techniques, such as active listening, calm expression of concerns, and structured problem-solving. Timely intervention in conflicts prevents escalation into hostility and maintains a safe work environment (Johansen, 2014).
To bring meaningful change, leadership must focus on fostering a supportive culture that prioritizes patient safety and collaboration. As a family nurse practitioner, adopting a transformational leadership style can be particularly effective.
Transformational leaders inspire, motivate, and empower staff to engage in shared goals (Fischer, 2016). In this practice, I would:
Build Trust and Open Communication: Encourage transparency and respect among staff.
Promote Shared Vision: Align staff with the collective mission of patient safety and quality care.
Encourage Professional Growth: Provide opportunities for skill-building in communication, conflict management, and teamwork.
Motivate Through Inspiration: Lead by example, demonstrating calmness, fairness, and patient-centered decision-making.
Strong leadership qualities, such as empathy, resilience, and accountability, will help restore a positive workplace culture and ensure ethical and legal obligations are consistently upheld (Atkinson & Mackenzie, 2015).
Agency for Healthcare Research and Quality. (2019). Identifying strategies. Retrieved from https://www.ahrq.gov/research/findings/final-report/ptflow/section4.html
Atkinson, P., & Mackenzie, R. (2015). Without leadership there is no change.
Fischer, S. (2016). Transformational leadership in nursing: A concept analysis. Journal of Advanced Nursing, 72(11), 2644–2653. https://doi.org/10.1111/jan.13049
Ganta, V. C., & Manukonda, J. K. (2014). Leadership during change and uncertainty in organizations. International Journal of Organizational Behavior & Management Perspectives, 3(3), 1183.
Gluyas, H. (2015). Effective communication and teamwork promote patient safety. Nursing Standard, 29(49), 50–57. https://doi.org/10.7748/ns.29.49.50.e10020
Hamid, S. (2016). Ethical issues faced by nurses during nursing practice in district Layyah, Pakistan. Diversity and Equality in Health and Care, 13(4), 302–308.
Johansen, M. L. (2014). Conflict management style, supportive work environments and the experience of work stress in emergency nurses. Journal of Nursing Management, 22(4), 502–511. https://doi.org/10.1111/jonm.12045
Kumar, S., Deshmukh, V., & Adhish, V. S. (2014). Building and leading teams. Indian Journal of Community Medicine, 39(4), 208–213. https://doi.org/10.4103/0970-0218.143020
Longo, J. (2010). Combating disruptive behaviors: Strategies to promote a healthy work environment. Online Journal of Issues in Nursing, 15(1). https://doi.org/10.3912/OJIN.Vol15No01Man05
