Scenario - You are working in a hospital, and a group of nurses have become vocal about the working conditions. The nurses are from different units in the hospital, and they are upset about the nurse:patient ratio, the mandatory meetings they are required to attend and not get paid, the skipped meals because there was no one to watch their patients if they were to leave, and, the list goes on. Part of the group wants to look into pursuing this through legal channels. You are part of a group that believes that the Administration should be given an opportunity to correct the situation by negotiating with the nurses.
The problem is magnified by the conflict between the groups of nurses, and it is hard to show a unified front when the nurses are arguing with each other. You want to address the whole group of nurses, and you are trying to put together a speech that will unite the nurses.
Instructions:
Read the scenario above and answer the following questions:
What ideas do you have about a message to all the nurses?
What lessons about conflict have you learned that you can apply to this situation?
What direction will you decide to lead this group?
Sample Answer
This is a challenging but crucial situation. A unified voice is the most powerful tool for change. Here are ideas for a message, applicable conflict lessons, and a path forward.
Ideas for a Unifying Message 🗣️
The core message should validate their pain, reframe the conflict from internal to external, and propose a clear, unifying next step.
1. The Opening: Validation and Shared Identity
Start by acknowledging the reality of their struggles and emphasizing their shared professional identity.
"Look around this room. Every single person here is a nurse. We stand shoulder-to-shoulder on the front lines of care. We are the backbone of this hospital. When we talk about unsafe staffing ratios, skipped meals, and unpaid mandatory meetings, we aren't talking about inconveniences—we're talking about conditions that endanger our patients and burn out our colleagues."
"The frustration, the anger—it's justified. It's coming from a place of deep commitment to our patients and to our profession. That anger is not the problem; it is the fuel."
2. The Reframing: Externalizing the Conflict
Address the internal conflict directly but immediately pivot the focus to the common adversary: the systemic issues and the current administrative policies.
"I know there are strong feelings about how we move forward. Some want to head straight to legal action; others want to try negotiation first. And yes, sometimes it feels like we're arguing amongst ourselves more than we're fighting for change. But here’s the truth: the Administration isn't paying attention to our differences; they're only paying attention to our division."
"Our common enemy isn't the nurse next to you who wants a lawyer. Our common enemy is the unsafe nurse:patient ratio. Our common enemy is the policy that says you must attend an unpaid meeting. Our fight is with the situation, not with each other."
3. The Call to Action: Unity of Voice, Not Tactic
Propose a structure where both perspectives are valued, but a single, unified action is taken first.
"We can have different tactics, but we must have a single, unified voice. We need to stop arguing over how to fight and start agreeing on what we are fighting for: safe, professional, and sustainable working conditions."
"Let’s agree on this: We will negotiate from a position of power and unity. We will draft our demands together. The option for legal action isn't off the table; it becomes the leverage, the powerful 'Plan B' that gives our negotiations weight. But first, we speak as one voice."
Conflict Lessons to Apply 🧠
Several key lessons from conflict resolution can be applied to unite this group:
1. Focus on Interests, Not Positions (The "Why," Not the "What")
Position: One group's position is "Sue now"; the other is "Negotiate first."
Interest: The underlying shared interest for both groups is the same: safe, equitable, and sustainable working conditions. By continually highlighting these shared interests (patient safety, fair pay, respect), you bring the groups back to common ground.
2. Differentiate Between "Hard on the Problem, Soft on the People"
Encourage the nurses to be hard on the system and the policies (the problem), but soft and respectful toward their colleagues (the people). Reiterate that the goal is not to prove who has the better plan, but to achieve the shared outcome.
3. Seek a Superordinate Goal
A superordinate goal is one that is so important it requires the cooperation of both conflicting parties. In this case, the superordinate goal is improving patient care and safety across the hospital. This is a goal no nurse can argue against and one that requires their collective strength to achieve.
Direction for the Group 🧭
The most effective direction balances the urgency of the problem with the need for a sustained, powerful campaign.
Lead with a Unified Negotiation as "Plan A"
The decision should be to lead with negotiation supported by the threat of legal action. This is the best first step because:
It Unifies the Group: It gives the negotiation-minded group their chance, while the legal-minded group is placated by the fact that the legal option remains the powerful 'hammer' in their back pocket, giving the negotiation strength.
It's Necessary for Legal Action: Courts and labor boards often look more favorably upon groups that have attempted good-faith resolution internally before escalating.
It's Faster: Negotiation can resolve core issues much quicker than a prolonged lawsuit.
The 3-Step Action Plan
Form a Unified Steering Committee: Immediately create a small, representative Negotiating and Action Committee. It must include respected members from both the "negotiate" and "legal" factions. This ensures all voices are heard in planning.
Draft a Non-Negotiable List of Demands: This committee will draft a clear, concise list of Core Demands (e.g., specific nurse:patient ratios, guaranteed break relief, back pay for mandatory meetings). This is the unified voice of the nurses.
Present and Establish a Deadline: Present the demands to Administration. State clearly, "We demand an official, substantive response and a plan for resolution within [Short, Firm Deadline—e.g., 7 days]. Failure to meet this deadline or provide an acceptable plan will result in our immediate escalation to external legal and labor channels."