Case Study: Resolving Team Conflict in a Quality Improvement Project

Introduction

The paper focuses on a tough situation that has been faced by a quality improvement
project team in the health care industry, where members from different backgrounds are involved
in severe conflict. In my capacity as the APRN leader, I will assess the situation, recommend
appropriate solutions, and showcase strategies on leadership for implementing these options. The
above analysis draws on observations made by Yoder-Wise (2006) about the five characteristics
of leadership and from the course textbook, Advanced Practice Nursing Essential Knowledge for
the Professions (4th edition) by DeNisco.
Such a problem lies at the heart of this team’s conflict, as communication and trust
dissolve this workgroup from within.
Lack of Consensus and Inclusion: In this case, leadership steers the team as passengers
on a preprogrammed itinerary because leadership dictates solutions without genuine
conversational synch. As it does so, however, it creates disempowerment which in turn
discourages buy-in and creative engagement (Abudi, 2015). Rather than a harmonious team
focused solely on an end result, we now possess two combatant camps that are enslaved to
confrontation and whose voices are silenced by the assumed authority of leadership.
Dismissive Brainstorming: But innovative ideas, those sparks of genius that led many
people to the path of creativity are killed by icy dismissal in brainstorming sessions as they die
out like frostbitten toes. This would lead to the rejection of ideas not on merit, but based solely
on a perceived hierarchy; this demotivates workers while discouraging collective wisdom. It kills
their love for that particular project and demoralizes them from believing in themselves.

3
Unequal Workload and Accountability: Some keenly feel the weight of the responsibility
on their shoulders while other can get off lightly despite rebelling. This kind of behavior is
unethical and seems to incite resentment as well as a faith in unsymmetric which shatters the
sense of togetherness and goal (Yoder-Wise, 2006). That feeling of unfairness wears down the
members’ morale and once they start losing faith in their group to function well it would take all
their efforts to pull things back.
Absent Conflict Management Strategy: This team is left lost in a vast ocean of contention
with no lifeboat to guide it through all that water. Without clearly defined structures for
confrontation and mediation, tensions exist to be unresolved, developing into a poisoned
atmosphere of enmity and suspicion (Abudi, 2015). Without an effective way of turning a slight
difference into lesser challenges, a few small conflicts become ferocious obstacles that continue
to slow down the process.
External Influences: A Poisoned Well: The later producer entropy; discord is further
caused by external forces. However, instead of offering education and encouragement position
responsibilities motivated this way are actively discouraging participation eating off the team
spirit leading them to destroy their hold over the issue (DeNisco, 2019). This external pressure
intensifies internal tensions and induces feelings of uselessness, forcing some people on the brink
of disengagement.
So, these inter-related issues are the gloomy depictions as well they also provide a chance
for fundamental change. By recognizing each element through their competent leadership and
authentic heed, we can refurbish confidence, reestablish communication as well as our guide
team backwards a road of mutual respect and shared accomplishment.

4

The proposed solution entails a multilevel approach that combines the efforts of all members to
address core issues affecting the team, restore momentum and establish trust while effective
communication and shared accountability are central components.
The journey starts with establishing an understanding bridge between the customer and
the service provider. I will start personal one-on-one meetings where each member would be in a
position to have a negative perception about the issue and do not judge him or her based on what
he or she says. Subtle active listening, free of interruptions, would tell the parents that their
concerns and fears are recognized so as to build trust and feeling that they get their thoughts
across (DeNisco, 2019). One-one sessions will prepare the ground for guided small group
discussions, where ground rules of respectful communication and active listening are laid down.
Through realizing a sphere where there is fre