orm-orbmc_feb-2025 - 13

Staffing
education to address behavioral issues.
I tell myself that as a leader, I might not
get it right the first time. Instead of seeing
that as failure, I look at it as a learning
opportunity and keep trying.
Dawson: Giving resources to that
manager could be really helpful. There
are tons of books, articles, and/or podcasts
out there to help military personnel
with communication and leadership.
And reviewing some of the lessons in
those resources with them during the
regular check-ins would be valuable.
Q: How do you address
generational conflicts in your
teams?
Dawson: Generational conflicts often
occur because of differing perspectives
on work processes. For instance, I had
a boomer nurse who felt undermined
by millennial team members questioning
her methods. I mediated by emphasizing
shared priorities, such as
patient safety, and encouraging each
generation to see the other's strengths.
Through this open dialogue, we reached
a compromise that improved workflow
and their professional relationship.
Leaders might be called to act as translators,
and fostering respectful discussions
and collaboration can be an effective
way to do that.
Hess: I agree. At my ASC, generational
tensions come from communication
differences. I had a similar situation,
a respected charge nurse with decades
of experience who clashed with
a younger scrub tech over procedure.
The charge nurse was committed to
'her way or the highway' style, while
the scrub tech questioned things and
looked for ways to innovate. Instead
of letting the conflict simmer, I introduced
team-building workshops that included
discussions about generational
traits and preferences. These sessions
helped them better understand each
other and focus on shared goals. Be
proactive when addressing conflict, and
frame the feedback as opportunities for
www.ormanager.com
" Model the
behavior you
want to see. "
-Cindy Hess, MSN, RN,
FNP-C, CNAMB
mutual growth, so no side feels discouraged
or like the other is getting preferential
treatment.
Tiwari: Generational conflicts usually
boil down to resistance to change.
For example, seasoned staff may view
new protocols as unnecessary, while
younger staff may see them as opportunities
for improvement. I've found success
using collaborative conflict resolution
strategies, such as the 'Win-Win'
model. This involves aligning individual
goals with organizational priorities. Explaining
the 'why' behind changes is
particularly effective. I once reframed a
discussion around procedural updates
by showing how they would improve
patient outcomes and efficiency. And
when appropriate, I invite buy-in from
staff. Engaging your teams in the decision-making
process can help reduce
resistance.
Q: How do you handle toxic
dynamics among staff?
Dawson: Toxic dynamics don't happen
on day one; it stems from unchecked
behavior over time. I had a group of
senior scrub techs who constantly resisted
change. Eventually, I learned that
those techs felt empowered in their
behavior because one or two surgeons
favored them due to their specialized
training. So, I met with the surgeons to
explain the issue and make sure they
understood what was happening. Once
I gained the surgeons' backing, I confronted
that group of senior scrub techs
directly. I was able to set clear expectations
and outline consequences for
non-compliance because I knew they'd
no longer be 'protected' behind the
scenes. Combining individual accountability
with stakeholder alignment was
critical in this case.
Hess: Toxic team dynamics will poison
workplace culture if left unchecked.
In one case, I dealt with experienced
nurses who routinely belittled newer
staff. I held meetings to try and get to
the bottom of it, until I realized there
was a 'ring leader' at the core of it.
Through individual conversations with
that person, I uncovered personal frustrations
that were causing their behavior.
I was able to address some of their
frustrations, then set clear expectations
for professional conduct moving forward.
That slowly trickled down to the
other experienced nurses also causing
trouble. One influential person in
your team can be seen as an 'informal
leader'; identifying and engaging that
person goes a long way toward ensuring
workplace culture stays positive. However,
in cases where behavior doesn't
improve, leaders must make the hard
decision to let said individuals go.
Tiwari: I use Lean principles to address
toxicity. One strategy is conducting
a root-cause analysis to uncover
the underlying issues. For example, I
worked with a team where the senior
staff exhibited controlling behavior,
which in turn was stifling innovation.
I held solution-focused conversations
with that staff, after which I incorporated
their senior expertise into organizational
decisions. That second part
is important-it's not enough to gather
feedback. Staff want to see that feedback
being put into use, so they feel
valued and not like they wasted their
time. That's how I shifted their mindset
from resistance to collaboration.
Q: How do you manage difficult
news, like budget cuts/layoffs,
while maintaining team morale?
Dawson: In 2011, I faced a significant
challenge when budget constraints
threatened layoffs in my team. While I
OR Manager | ORBMC Show Issue 13
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orm-orbmc_feb-2025

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