Adjust automatic marking as read setting After completing the Jung Typology Test

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After completing the Jung Typology Test, it was discovered that I was an ENFJ which stands Extravert (28%), Intuitive (16%), Feeling (28%) and Judging (1%). I agree with the results of the test as I feel that this is how I conduct myself at work and in my personal life. People who are described as this typology have good interpersonal skills, establish, and maintained work processes and productive collaboration. Helping others find a common ground, is also a big part of this typology. I feel finding a common ground comes from collaborating for a common goal.
Conflict is considered to be inevitable when people interact with each other, especially in the strong hierarchical arena of the health care organization (Arveklek 2018). When it comes to conflict management, collaborating is the strategy that I fee works best. Collaborating is the best strategy to use in conflict management because it involves a shared approach to resolving conflict. Shared goals are identified, and a commitment to working together is implemented by those involved. Collaborating is time consuming, but it results in the best chance of a resolution (Murray 2017). Creating a productive collaborative environment allows all parties to vent their feelings and hopefully a neutral party can help to give some insight and assist with coming up with a solution.
For example, I have been part of Nursing Professional Governance for four years and I feel that this platform gives nurses a great opportunity to effect change at the hands of their peers. Covid-19 pandemic has put a lot of stress on the healthcare field especially bedside providers. When covid first hit my hospital there was one unit that was designated as the Covid unit and had remained such throughout this time. Staff on the unit were exhausted and constantly calling out or being injured from fatigue. The manager was never present and hardly checked in with the employees which caused conflict among staff. They spoke bad of management constantly were arguing with her and it caused so much discord that staff were quitting left and right causing a short. If conflicts are not resolved, or if they are managed in an inappropriate way, they can have a negative influence on organizations, individuals, and patient outcomes (Arveklev et al 2018). As a Med-Surg council, each member gave ideas on how to help this unit as we hate to see other staff forced to float due shortages. Our suggestion as a council was to have staff from other unity to rotate to the unit for a 30-day period to give the primary staff and break. The manager was not happy with the suggestion, but her staff outvoted her and agreed which made them extremely happy. The staff got the break they wanted and deserved, unfortunately the manager was fired, but the morale of the floor drastically improved, and they now have made new relationships with other co-workers from other unity.
References:
Arveklev, S. H., Berg, L., Wigert, H., Morrison-Helme, M., & Lepp, M. (2018). Learning About Conflict and Conflict Management Through Drama in Nursing Education. Journal of Nursing Education, 57(4), 209-216. https://doi.org/10.3928/01484834-20180322-04
Murray, E. (2017). Nursing Leadership and Management for Patient Safety and Quality Care with DavisPlus Resources. F. A. Davis Company. https://digitalbookshelf.southuniversity.edu/books/9780803698024
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Topic 2
Change Agent
The dynamics in healthcare make change inevitable and unpredictable, affecting staff, patients, and the organization. Historian and critical feminist Joan Wallach Scott states: “Those who expect moments of change to be comfortable and free of conflict have not learned their history” (Quote Garden, 2016, p. 16).
A change agent is a link responsible for managing and directing the change process, taking the lead to identify and establish a group dynamic that reduces resistance to change. They will be responsible for identifying the issue that requires changes through data collection—controlling the group members about what must be changed and giving them the facilities to recognize the change. They establish a plan with goals and objectives for the change, be able to identify the people affected by the change and include them in the process. Recognize driving and resisting forces. Carry out the implementation of the change, with appropriate communication providing support during the process, evaluating the change, and making modifications to the plan as necessary. His greatest virtue is to excel in interpersonal skills and attitudes, inspiring the staff (Murray, E. 2017).
I had good leaders who knew how to implement various change strategies during my career. For example, when I worked at the hospital in Guantánamo, Cuba, a MRSA outbreak increased nosocomial infection cases. It was necessary to implement a hygiene system for patients, medical personnel, and family members in the internal medicine service. The lead nurse devised a plan in which nurses had to receive training on hospital infection and prevention. The Nurses were also encouraged/required to educate patients and their families. Not everyone followed the rigidity of these disinfection measures. They informed us that it was an improvement in the reduction of the cases of infection.
Another example was when a new implementation of a computer-linked EKG system was installed when I worked in a primary medical office to make documents easily accessible to practitioners. Still, at first, the learning process was daunting because it required an adapter connected to the computer. Even so, over time, we got used to its use, and it had the advantage that it remained in the patient’s file and avoided paperwork. It could be electronically transferred to cardiologists for reading. Our manager was very patient with the training process and achieved the desired goal thanks to her collaboration with the team.
The American Nurses Association Nursing-g Social Policy Statement (ANA, 2010) states that nurses should be open to change and willing to apply new evidence in practice as it emerges. Successfully leading and managing the change process are vital leadership skills (Stefancyk, Hancock, & Meadows, 2013). Nursing staff must know how to identify and be aware of these changes. Understand that conflicts can arise when the process is ineffective. This change can create uncertainty and trigger emotional responses from employees (Bowers, 2011).
Most people are resistant to change, and therefore not everyone responds in the same way, which can lead to conflict. They show that 75% of all change initiatives fail (Manion, 2011, p. 230). These often fail due to poor implementation, such as inadequate coordination, ineffective communication, and lack of cooperation from staff. Careful planning is necessary, and ongoing communication can help overcome barriers to change. Imposing change or innovation on staff in an authoritarian manner produces resistance (Murray, E., 2017).
References
Murray, E. (2017). Nursing Leadership and Management for Patient Safety and Quality Care with DavisPlus Resources. F. A. Davis Company. https://digitalbookshelf.southuniversity.edu/books/9780803698024References