PAPERS

CONFLICT MANAGEMENT COMPROMISE

Intended For Completing One Task

Nursing Management Course
Lecturer: Dr. Windu Santoso

Arranged by:
GROUP 1 CLASS III-C

Erna Pangestuti (201601080)

Nurul Khoriah (201601103)
Faiqatul Munajah (201601113)
Nurul Aziz (201601100)
Ainun Nasikhatul (201601096)
Brilianti Rosa (201601083)
Wfi Habiburrohim (201601086)

S1 STUDY PROGRAM OF NURSING

MEDICAL COLLEGE OF HEALTH SCIENCES PPNI
2019
 FOREWORD

Praise God Almighty for His grace and guidance of authors have
completed a paper with the title " Conflict Management Compromise". This
paper collated to fulfill the tasks subjects Nursing Management Nursing courses
S1 STIKes Bina Sehat PPNI Mojokerto.

In this paper the authors have received assistance, support and guidance
from various parties, both in material and moral. So on this occasion with
humility the authors expressed gratitude to the honorable at all parties concerned.

The authors recognize the writing is still far from perfection, therefore,
criticism and constructive suggestions very authors expect to perfection and
improvement of this paper.

Hopefully this paper can provide benefits and knowledge especially for
readers, writers and students of S1 of Nursing in Bina Sehat STIKes PPNI
Mojokerto.

Mojokerto, April 8, 2019

Author

i
 TABLE OF CONTENTS

Cover................................................................................................................................
i
Foreword..........................................................................................................................
ii
Table of Contents..............................................................................................................
iii
CHAPTER I INTRODUCTION
1.1 Background
........................................................................................................................
1
1.2 Problem of the Formulation
........................................................................................................................
2
1.3 Objectives of the Study
........................................................................................................................
2
CHAPTER II LITERATURE REVIEW

2.1 Definition of Conflict

........................................................................................................................
3
2.2 Definition of Management Compromise Conflict
........................................................................................................................
4
2.3 When To Use
........................................................................................................................
4
2.4 What's the Danger
........................................................................................................................
4
2.5 Types Of Organizational Conflict
........................................................................................................................
5

ii
 2.6 Conflict Management Style
........................................................................................................................
6
2.7 Levels of Analysis
........................................................................................................................
6
2.8 Style Compromising Conflict
........................................................................................................................
8
2.9 Sources of Conflict
........................................................................................................................
9
2.10 Types of Conflict
........................................................................................................................
10
2.11 Conflict Management Process
........................................................................................................................
11
2.12 Outcome Resolusi Konflik
........................................................................................................................
12
2.13 The Role of Negotiation in Constructive Conflict Management
........................................................................................................................
12

CHAPTER III SCRIPT ROLEPLAY

3. 1 Script Roleplay Compromise Conflict Management
........................................................................................................................
14
CHAPTER IV CLOSING
4.1 Conclusion
........................................................................................................................
21

iii
 4.2 Recommendations
........................................................................................................................
21
BIBLIOGRAPHY..........................................................................................................
22

iv
 CHAPTER I

INTRODUCTION

1.1 Background

The nurse is a profession that provides nursing services and directly

interact with many people in this case is the client. The nursing profession
also establish a collaborative relationship between the health care team, be it a
physician, laboratory, nutrition expert pharmacists, and pseudo involved in
health care. In carrying out its work, the nurse will interact with the
healthcare team and when the team is looking at a problem or situation in a
different angle, it can occur a conflict (CNO, 2008).

Nurses often take evasive action in resolving problems or conflicts in

the aim of maintaining statusnyaman and prevent a split in the group
(Hudson, 2005). Ironically, the strategy destructive habits impact on the
development of individuals and organizations.

Nurse as a manager, in this case as a manager, plays an important role

in determining the strategy of conflict resolution among its members. Seorng
leader who is considered competent to resolve the conflict (a conflik
-competent leader) is a leader who is able to understand the dynamics of the
occurrence of conflicts, understand the reactions arising from a conflict,
encourage constructive response, and build an organization that is able to
handle conflict effectively (a conflik competent Organitation) (Runde
Flanagan, 2007).

Conflict resolution is expected to be as natural as possible with the

aim of enhancing learning and understanding of the individual or organization
to resolve the conflict or in the future (Shetach, 2012).

1
1.2 Formulation of the Problem

1. How does behavior change theory?

2. How to compromise conflict management?

3. Any theory of motivation that are used?

1.3 Objectives of the Study

To know and understand how the theory of conflict management

compromise.

2
 CHAPTER II
LITERATURE REVIEW

2.1 Definition of Conflict

There are many different strategies for managing conflict that can be
implemented by nurses before conflict escalates. Conflict-management
strategies should be individually tailored to each client situation. Nurses need
to use their professional judgment to determine which strategy is most
appropriate for each client (CNO, 2009).

Conflict can be defined as an expressed struggle between at least two

interdependent parties who perceive that incompatible goals, scarce
resources, or interference from others are pre- venting them from achieving
their goals (Wilmot & Hocker, 2001, p. 41).

The conflict in situation A easily illustrates this definition. The

difference of opinion in this situation rises to the level of expressed struggle
when the nurse manager and the physician cannot agree how to move forward
in teaching foot care. The difference in opinion impedes progress because of
the interdependence of the manager and the physician. The physician depends
upon nurses to provide edu- cation for her diabetic patients; the nurses are
dependent upon the physician to admit patients to their unit. Although both
share the goal of ensuring that patients are competent to deal with the effects
of their disease, the methods to reach the goal are in conflict. (CNO, 2009).

Conflict is a massive growth industry. It is an integral part of the fabric

of a postmodern society that is increasingly litigious, competitive, complex
and alienating ? Too little conflict results in organizational stasis, while too
much con- flict reduces the organization’s effectiveness and eventually
immobilizes its employees (Hendel & Aviv, 2005).

3
 According to some statements above the conflict management is a
step taken by actors or third parties in order to direct disputes towards
constructive of destruktive settlement.

2.2 Definition of Management Compromise Conflict

Compromising is the style that most people think of as negotiation, but

in reality compromising is usually just haggling. Compromising often
involves splitting the difference, usually resulting in an end position of about
half way between both party's opening positions (Jones, 2007).. In the
absence of a good rationale or properly exchanged concessions, half way
between the two positions seems "fair". What compromising ignores
however, is that the people that take the most extreme positions tend to get
more of what is on offer (Wilmot & Hocker, 2001).

2.3 When To Use

When you are pushed for time and you are dealing with someone who
you trust. They also need to be clear that it would not be in their best interest
for them to "win" a cheap victory. Both parties win and lose - but make sure
you win the right things and lose the right things. Meeting half way reduces
strain on the relationship, but usually leaves precious gold on the table (and
with the central banking cartel's gold suppression scheme losing its grip right
now, every ounce of gold counts). When you have nothing left to offer, and
this is the only way to seal the deal. i.e. a lousy situation (Coburn, 2010).

2.4 What's the Danger

When you use compromising as an excuse for not preparing properly.

Without quality negotiation training, most negotiators wing it, and end up
compromising. If the outcome of the negotiation is critical, then you should
not compromise on things that you absolutely must have. One of the
problems with compromising is: if you make concessions within your
position with no strong rationale, the other party may assume that you are
going to continue to make more concessions, and appeal to you using weak
rationale.

4
 Whichever negotiator starts with the more ambitious opening position
wins the compromise. So calculate early on who stands to gain if it comes
down to compromises. If you get known for being a compromise styled
negotiator, look out! Your trading partners will wise up to your negotiation
style and they will start to make more and more extreme opening positions.
Bigger opening positions result in greater chances of deadlocks.
Compromises cheat both sides out of innovative solutions. Learn from
collaborative styles by making it safe to explore options together. Invite the
other side to join you in 'what if' frames to explore possibilities, without the
danger of being tied to your idea

2.5 Types Of Organizational Conflict

In addition to classifying conflicts by the underlying interest, other

frameworks have been used to categorize conflicts within organizations.
identify seven types of organizational-specific conflicts that occur when there
is disagreement over work issues: goal, affective, cognitive, vertical,
horizontal, line/staff, and role conflicts.

1. Goal conflict occurs when preferred goals are incompatible, such as in

the situation between the director of respiratory care and the nursing
director of the ICU (situation B). Both of the directors want to hire
new staff to work in the ICU and are competing for the limited
available funding to do so.

2. Affective conflict occurs when feelings or emotions are incompatible.

The feelings of injustice that the director of respiratory care may
harbor from reporting to a nurse illustrate an affective conflict.

3. Cognitive conflict occurs when ideas or opinions are believed to be

incompatible. For example, the conflict between the physician and the
nurse man- ager over the proposed teaching protocol (situation A)
illustrates cognitive conflict.

5
 4. Vertical conflict occurs between levels of authority when superiors try
to exert their authority over subordinates. The conflict between the
pediatric surgical service nurse manager and the night charge nurse
(situation C) illustrates such a conflict.

5. Role conflict occurs when there is inconsistency or misunderstanding

about the way a job should be performed.

6. Line-staff conflict occurs when line managers believe that staff

members use their technical knowledge to intrude on the line
manager’s area of legitimate authority. This sort of conflict often
erupts in the hospital setting, for example, when the quality
management staff dictates changes in practice without the supervisor’s
commitment to the process. An awareness of the various categories of
conflict assists in a complete assessment of the circumstances. As will
be discussed later in the chapter, these categories suggest what
direction the assessment should take. The ability to assess factors
influencing the conflict at its beginning and through the resolution
process is crucial to constructive conflict management.

2.6 Conflict Management Style

No place is the need to use various conflict man- agement styles more
important than in the complex world of health care. Health-care organizations
are particularly vulnerable to the negative effects of conflict among providers
because of multiple stake- holders with competing interests and values
(Marcus, et al., 2001).

1. Competition (win-lose)

2. Accommodation (Lose-win)

3. Avoiding (Lose-lose)

4. Compromise (no-win no-loss)

5. Collaboration (win-win)

6
2.7 Levels of Analysis

Organizational conflict may be classified as intraorganizational (i.e.,

conflict within an organization) or interorganizational (i.e., conflict between
two or more organizations). Intraorganizational conflict may also be classified
on the basis of levels (individual, group, etc.) at which it occurs. On this basis
intraorgani- zational conflict may be classified as intrapersonal, interpersonal,
intragroup, and intergroup. These four types of conflict may be described as
follows.

1) Intrapersonal Conflict

This type of conflict is also known as intraindividual or intrapsychic

conflict. It occurs when an organizational member is required to
perform certain tasks and roles that do not match his or her expertise,
interests, goals, and values. Various types of intrapersonal or role
conflict are discussed in Chapter 6.

2) Interpersonal Conflict

This is also known as dyadic conflict. It refers to conflict between two

or more organizational members of the same or different hierarchical
levels or units. The studies on superior–subordinate conflict relate to
this type of conflict. The styles of handling interpersonal conflict are
discussed later in this chapter and Chapters 5 and 7.

3) Intragroup Conflict

This is also known as intradepartmental conflict. It refers to conflict

among members of a group or between two or more subgroups within a
group in connection with its goals, tasks, procedures, and so on. Such a
conflict may also occur as a result of incompatibilities or disagreements
between some or all the members of a group and its leaders. Intragroup
conflict is discussed later in Chapter 8.

7
 4) Intergroup Conflict

This is also known as interdepartmental conflict. It refers to conflict

between two or more units or groups within an organization. Conflicts
between line and staff, production and marketing, and headquarters and
field staffs are examples of this type of conflict. On special type of
intergroup conflict is between labor and management. Different types of
intergroup conflict are discussed in Chapter 9.

2.8 Style Compromising Conflict

Conflicts classified by sources can take place at the interpersonal,

intragroup, or intergroup levels. In other words, incompatibilities caused by
these sources can occur in the context of two individuals, a group, or two
groups. It was indicated in the definition of organizational conflict that
conflict may occur within or between social entities. This distinction between
conflict within and conflict between social entities depends on a system
perspective for a given problem. The classification of conflict into four types,
based on the level of its origin, shows that analysis at different levels may be
beneficial depending on the nature of the problems.

This style indicates intermediate concern for self and others. It

involves give- and-take or sharing whereby both parties give up something to
make a mutually acceptable decision. It may mean splitting the difference,
exchanging conces- sion, or seeking a quick, middle-ground position. A
compromising party gives up more than a dominating party but less than an
obliging party. Likewise, such a party addresses an issue more directly than
an avoiding party but does not explore it in as much depth as an integrating
party. Additional insights may be gained by reclassifying the five styles of
handling interpersonal conflict according to the terminologies of game theory.
Integrating style can be reclassified to a positive-sum on nonzero-sum (win–
win) style, compromising to a mixed (no-win/no-lose) style, and obliging,
dominating, and avoiding to zero-sum or negative-sum (lose–win, win–lose,
and lose–lose, re- spectively) styles. Although we have indicated that the five

8
 styles of handling interpersonal conflict can be reclassified using the
taxonomy of game theory, it will be seen in Chapter 5 that the description of
the styles as win–win, lose–win, win–lose, lose–lose, and no-win/no-lose may
be misleading. Each of the five styles of handling interpersonal conflict may
be appropriate depending on the situation. In general, integrating and, to some
extent, compromising styles can be used for effectively dealing with conflicts
involving strategic or complex issues. The remaining styles can be used
effectively to deal with conflicts involving tactical, day-to-day, or routine
problems. Thus, the selection and use of each style can be considered as a
win–win style provided that it is used to enhance individual, group, and
organizational effectiveness.

2.9 Sources of Conflict

Shetach (2012) states that a conflict occurred due to: (1) differences in
interpersonal in every dimension-age, sex, race, views, feelings, education,
experience, attitudes, opinions, culture, nationality, creed, etc., (2 )
differences in interest in human relations because of cultural differences,
positions, roles, status, and levels of hierarchy.

According to Robbins (2008), a conflict arises because there are

underlying conditions (antecedent conditions). The condition, which is also
known as a source of conflict, consists of three categories, namely:
communication, structure, and personal variables.

A. Communication: Poor communication, in the sense of communication

lead to misunderstandings between the parties involved, can be a source
of conflict. A study showed that semantic difficulties, exchange of
information is not enough, and interference in the communication
channel is a barrier to communication and be the antecedent conditions
for the creation of conflict.

B. Structure: The term structure in this context is used in the sense that
include: size (group), the degree of specialization is given to members
of the group, the clarity of jurisdiction (work area), a match between the

9
 destination with the objective of the group, leadership, reward systems,
and the degree of dependence between the groups. Research shows that
the size of the group and the degree of specialization are variables that
drove the conflict. The bigger the group, and the more specialized
activities, the greater the likelihood of conflict.

C. Personal variables: Other potential sources of conflict are personal

factors, which include: the value system that was owned by each
individual, the personality characteristics that make individuals unique
(idiosyncrasies) and different from other individuals. The fact is that
certain personality types, for example, an individual who is very
authoritarian, dogmatic, and lower appreciate others, is a source of
potential conflict.

2.10 Types of Conflicts

According Rigio (2003) the types of conflicts that exist among others,
intrapersonal conflict, interpersonal conflict, intra-group conflicts and
conflicts between groups.

a. Intrapersonal conflict: intrapersonal conflict is the conflict on

individuals themselves. This situation is an internal matter for
mengklasifikasinilai and desires of the conflict. It is often manifested as
a result of competition role. For example, a manager may feel
intrapersonal conflict with loyalty to the nursing profession, loyalty to
work, and loyalty to the patient.

b. Interpersonal conflict: Interpersonal conflict occurs between two or

more persons, where the values, goals, and different beliefs. These
conflicts often occur because someone is constantly interacting with
others that found differences. As an example of a manager is often in
conflict with fellow friends managers, superiors, and subordinates.

c. Intra-group conflicts: These conflicts occur when someone in the group

performs a different job from goal, with the example of a nurse is not

10
 documenting patient care action plan that will affect the performance of
other nurses in a team to achieve the goal of treatment in the room.

d. Inter-group Conflicts: This conflict can arise when each group works to
achieve the goals of the group. Sources of this type of conflict is a
hindrance in achieving power and authority (service quality), limited
infrastructure.

2.11 Conflict Management Process

The management of organizational conflict involves the diagnosis of,

and intervention in, conflict. Diagnosis provides the basis for intervention.
This proc- ess is shown in Figure.

Aspect of conflict management has been particularly neglected by management

researchers and practitioners. A comprehensive diagnosis involves the
measurement of conflict, its sources, and effectiveness and analysis of relations
among them.
Measurement
A comprehensive diagnosis involves these measurements:
1. The amount of conflict at the intrapersonal, interpersonal, intragroup, and
inter group levels;

11
 2. The styles of handling interpersonal, intragroup, and intergroup conflicts
of the organizational members;
3. The sources of (1) and (2); and Individual, group, and organizational
learning and effectiveness.
Analysis
The analysis of data collected above should include:
1. The amount of conflict and the styles of handling conflict classified by
departments, units, divisions, and so on, and whether they are different
from their corresponding national norms.
2. The relationships of the amount of conflict and conflict styles to their
sources.
3. The relationships of the amount of conflict and conflict styles to
organizational learning and effectiveness.
2.12 Outcome Resolusi Konflik

According to Huber (2010) conflict outcome is the result of the

conflict management process include:

1. Win-lose: One party dominates and the others ignored. Which occupy a
larger portion get the win and vice versa fewer defeats.

2. Lose-lose: All conflicting parties suffered losses. Mechanical bribery,

trade in, use a third party to threaten to memuncullkan result of this
resolution.

3. Win-win: This resolution is achieved when all parties agree to and benefit
from the settlement of the conflict.

2.13 The Role of Negotiation in Constructive Conflict Management

Negotiation, also known as bargaining, is the process by which a
conflict is resolved between opposing parties. Negotiation occurs every day
when participants would rather reach an agreement together than have
another person resolve the issue for them (Lewicki, et al., 2001). Wilmot and
Hocker (2001, p. 211) describe negotiation as the active phase of conflict
resolution when participants generate options and brainstorm in an effort to

12
get their needs met. This process is helped or hindered by the choice of
conflict management styles used during the negotiation. Negotiations are
most successful when the parties:

1) Recognize their interdependence

2) Have been able to clarify their issues
3) Are willing to work on both incompatible and overlapping goals
4) Have sufficient power to be able to participate in the negotiation
5) Have formal and informal procedures to be able to interact in problem
solving

13
 CHAPTER III
SCRIPT ROLEPLAY

Conflict situations

Anda adalah perawat sirkuler di ruang operasi. Biasanya, Anda ditugaskan di

Ruang 3 untuk bedah umum, tetapi hari ini Anda ditugaskan di Ruang 4, ruang
ortopedi. Anda tidak terbiasa dengan rutinitas dokter ortopedi dan berupaya
belajar secara cepat sebelum ada kasus hari ini dengan membaca kartu prefensi
dokter. Sejauh ini, Anda telah menyelesaikan dua kasus tanpa insiden. Kasus
selanjutnya masuk ke ruangan, dan Anda sadar bahwa setiap orang sangat tegang,
pasien ini adalah istri dokter lokal, dan dokter akan melakukan biopsi tulang
untuk mengetahui kemungkinan malignansi. Anda mempersiapkan ruangan untuk
biopsi, dan dokter bedah yang memiliki reputasi cepat marah, masuk ke ruangan.
Anda tiba-tiba sadar bahwa Anda telah menyiapkan area dengan betadin, dan ahli
bedah ini lebih menyukai penggunaan larutan lain. Ia melihat apa yang telah anda
lakukan dan berteriak “Anda bodoh, Perawat yang bodoh”.

Steps to resolve the conflict:

A. Assesment
1. Analysis of the situation
Terjadi konflik intrapersonal pada perawat tersebut, dalam hati dia
merasa kurang mampu untuk dipindahkan ke ruang bedah ortopedi,
karena dia merasa sudah terbiasa di ruang bedah umum akan tetapi dia
harus profesional dalam bekerja, saat kepala ruangan menyuruh untuk
pindah ruangan. Di ruang bedah ortopedi perawat tersebut mengalami

14
 konflik interpersonal dengan dokter bedah karena dia melakukan
kesalahan yang membuat dokter bedah marah-marah.

Fakta yang didapat perawat tersebut merupakan perawat pindahan dari

ruang bedah umum yang belum terbiasa dengan kondisi di ruang
ortopedi. Perawat tersebut tidak tahu kebiasaan dokter bedah itu tidak
suka menggunakan betadin, sehingga saat menyiapkan area dengan
betadin dokter bedah tersebut marah-marah.

Yang terlibat dan berperan dalam situasi ini adalah :

 Perawat : yang berkonflik

 Dokter : yang berkonflik
 Karu : sebagai penengah atas konflik yang terjadi

Situasi tersebut dapat diubah dengan pendekatan dan penjelasan dari

perawat dan kepala ruangan.

2. Analysis of a growing issue

Masalah utama yang terjadi yaitu kesalahan penggunaan betadin yang

dilakukan perawat sehingga dokter bedah marah besar. Sehingga
diperlukan penyelesaian segera.

3. Set objectives

Menyelesaikan konflik yang terjadi antara perawat dan dokter bedah di

ruang operasi dengan menggunakan tehnik management konflik
kompromi.

B. Intervention

Metode yang sesuai untuk menyelesaikan konflik pada situasi ini adalah
dengan strategi kompromi atau negosiasi. Karena untuk menyelesaikan
konflik ini pihak yang terlibat konflik harus saling menyadari dan sepakat
pada keinginan bersama. Kedua pihak yang terlibat saling menyerah dan
menyepakati hal yang telah dibuat. Sehingga kedua belah pihak yang sedang
berkonflik dapat menerima hal-hal yang telah terjadi. Dan dibutuhkan peran

15
 kepala ruangan yang bertindak sebagai negosiator yang menjadi penengah
atas konflik yang terjadi. Perawat tersebut menyadari kesalahannya dan
dokter menerima kejadian yang telah terjadi dan merasa kalau kesalahan yang
dilakukan oleh perawat tersebut tidak bersifat fatal yang bisa membahayakan
klien.

NASKAH ROLL PLAY MANAJEMEN KONFLIK KOMPROMI

Pembagian Peran

Dokter : Brilianti Rosa Anggelina

Karu : Erna Pangestuti

PA1 : Faiqatul Munajah

PA2 : Ainun Nasikhatul

PA3 : Nurul Aziz

Pasien : Nurul Khoriah

Narator : Wafi Habiburrohim

Di ruang OK terdapat 4 ruangan, pada hari ini perawat faiq dipindah tugaskan
oleh Karu (Erna) dari ruang bedah 3 yang biasanya menangani ruang bedah
umum dipindah ke ruang bedah 4, ruang bedah ortopedi.

Karu (Erna) : mbak faiq, hari ini anda saya pindahkan ke ruang bedah 4 ya,
karena di ruang 4 sedang banyak agenda operasi dan
membutuhkan perawat tambahan.

PA1 (Faiq) : tapi bu, saya sudah terbiasa di ruang bedah umum dan saya
merasa kurang mampu di ruang bedah ortopedi

Karu (Erna) : tapi dari semua perawat di ruang 3 menurut saya anda yang
lebih mampu dan anda juga lebih berpengalaman

PA1 (Faiq) : baiklah bu, kalau begitu saya bersedia dipindahkan ke ruang 4

16
Karu (Erna) : terima kasih ya mbak atas kerja samanya

PA1 (Faiq) : ya bu terima kasih

PA1 menuju ruang bedah 4 dan mulai beradaptasi dengan kondisi di ruang bedah
4, PA1 tidak terbiasa dengan rutinitas dokter ortopedi dan berupaya belajar
secara cepat sebelum ada kasus hari ini dengan membaca kartu prefensi dokter.

PA1 (Faiq) : mbak hari ini saya dipindah tugaskan oleh karu dari ruang 3 ke
ruang 4, mohon bantuannya yaa

PA2 (Ainun) : iyaa mbak, mari kita saling bekerja sama

PA1 (Faiq) : hari ini ada berapa agenda operasi ya maz?

PA3 (Aziz) : hari ini ada 3 agenda operasi mbak, ini bisa anda lihat sendiri
statusnya

PA2 (Ainun) : persiapan operasi pertama sudah siap mbak, dokter ortopedinya
juga sudah datang, operasinya sudah bisa dimulai

PA1 (Faiq) : dokter ortopedinya siapa mbak?

PA2 (Ainun) : dr. Rosa mbak

PA1 (Faiq) : tapi saya loh belum memahami kasusnya

PA3 (Aziz) : halah mbak, kan bisa dibaca kartu prefensinya dr. Rosa

PA1 (Faiq) : iya maz sudah saya baca kok

PA3 (Aziz) : ya uda ayo ke ruangan, semua sudah siap

PA1 telah menyelesaikan dua kasus operasi ortopedi tanpa insiden. Kasus
selanjutnya masuk ke ruangan, setiap orang sangat tegang, karena pasien ini
adalah istri dokter lokal, dan dokter akan melakukan biopsi tulang untuk
mengetahui kemungkinan malignansi.

PA3 (Aziz) : alhamdulillah 2 operasi berjalan dengan lancar

PA1 (Faiq) : iya maz, hati saya tenang karena semuanya lancar

17
PA3 (Aziz) : ini tinggal pasien selanjutnya, Ny. Nurul istri dr. Sigit
agendanya akan dilakukan biopsi, haduh harus hati-hati ini.

PA1 (Faiq) : iya maz, anda nampak tegang sekali

PA3 (Aziz) : iya mbak istrinya dokter tindakan yang dilakukan harus ekstra
hati-hati, ada salah dikit bisa kena marah

PA2 (Ainun) : maz pasien Ny. Nurul diantar ke ruang OK, tadi sudah saya
terima dari perawat ruangan obat-obatnya juga sudah saya tata
di kotak obat

PA3 (Aziz) : oke mbak, makasih yaa

Seluruh perawat mulai mempersiapkan ruangan untuk biopsi, termasuk PA1 yang
mendesinfektan area operasi denga betadin dan dokter bedah yang memiliki
reputasi cepat marah, masuk ke ruangan.

Dokter (Rosa) : loh mbak, itu desinfektannya kok pakai betadin?

PA1 (Faiq) : biasanya kan juga pakai betadin dok

Dokter (Rosa) : kata siapa, saya loh biasanya ndak pakai betadin

PA2 (Ainun) : mbak biasanya kalau dr. Rosa itu desinfektannya nggak pakai
betadin

PA3 (Aziz) : maaf dok, mbak Faiq ini pindahan dari ruang bedah 3 jadi
belum terbiasa dengan ruang bedah 4

Dokter (Rosa) : loh sebagai perawat ruang OK mau dari ruang bedah 3, ruang
bedah 4 kan seharusnya anda mengerti dengan kebiasaan dokter

PA1 (Faiq) : ya dokter, saya mohom maaf atas kelalaian saya

Dokter (Rosa) : saya ngak mau tau yang jelas saya ndak suka pakai betadin,
kamu jadi perawat baru seharusnya kamu tanya dulu, jangan
sok pintar kamu!!!

PA1 (Faiq) : ya dokter sekali lagi mohon maaf atas kelalaian saya

18
Dokter (Rosa) : saya laporkan kejadian ini ke kepala ruangan

Dokter meninggalkan kamar operasi menuju ruang kepala ruangan untuk

melaporkan kejadian ini

Pasien (Nurul) : loh sus, kenapa dokter Rosa marah-marah?, perawat tadi
melakukan kesalahan ya?? Wah jangan-jangan saya dijadikan
mal praktik yaa sus?

PA2 (Ainun) : ndak kok bu, kita cuma salah menggunakan antiseptik,
biasanya dr. Rosa tidak suka pakai betadin nah mbak Faiq tadi
pakai betadin, tidak berdampak apa-apa kok bu

Pasien (Nurul) : ya sudah kalau gitu, saya nggak mau ya kalau kerjanya asal-
asalan

PA3 (Aziz) : iya bu, kami pasti memberikan pelayanan yang terbaik dan
sesuai standar

Dokter mengadukan kejadian ini ke kepala ruangan OK atas kejadian ini

Dokter (Rosa) : mbak Erna, saya tidak suka dengan kinerja anak buah anda

Karu (Erna) : ada masalah apa sih dok?

Dokter (Rosa) : anda tau sendiri kan kalau saya tidak suka menggunakan
betadin untuk desinfektan

Karu (Erna) : ya dok, kalau begitu saya panggil perawat Faiq ke ruangan,
mari kita selesaikan masalah ini dengan kepala dingin

Karu memanggil perawat Faiq untuk datang ke ruangan, untuk menyelesaikan

masalah ini

Karu (Erna) : mbak faiq ke ruangan saya sebentar yaa, ada yang perlu kita
bicarakan

PA1 (Faiq) : iya bu

Karu (Erna) : mbak Faiq silahkan duduk dulu, mohon maaf sebelumnya
sebenarnya bagaimana kejadian awalnya?

19
Dokter (Rosa) : saya tidak suka dengan cara kerja perawat ini, anda kan tau
kalau saya tidak suka pakai betadin untuk desinfektan, kenapa
tadi saya lihat perawat ini menggunakan betadin?

PA1 (Faiq) : sebelumnya saya mohon maaf dok atas kelalaian saya, disini
posisinya saya baru bertugas jadi saya tidak tahu kebiasaan
dokter

Dokter (Rosa) : itu bukan suatu alasan buat saya, kalau anda baru di ruangan
ini seharusnya anda bertanya pada perawat lain

PA1 (Faiq) : iyaa dok, saya mengerti kesalahan saya tidak bertanya dahulu
ke perawat lain

Karu (Erna) : gini loh dok, selaku karu saya mohon maaf atas kelalaian dari
anggota saya. Hari ini di ruang 4 lagi banyak agenda operasi dan
kekurangan tenaga jadi saya memindahkan perawat Faiq ke
ruang 4, dari sekian banyak perawat di ruang 3 perawat Faiq
lebih berpengalaman. Dilihat dari kesalahan yang dilakukan
perawat Faiq juga tidak fatal, menurut saya disinfektan dengan
betadin juga tidak menimbulkan masalah yang berarti

Dokter (Rosa) : ya sudah kalau begitu, saya harap kejadian ini tidak terulang
lagi

Karu (Erna) : iya dok saya pastikan kejadian ini tidak terulang lagi

PA1 (Faiq) : sekali lagi saya mohon maaf ya dok

Dokter (Rosa) : ya mbak saya harap kejadian ini tidak terulang, kalau begitu
mari kembali ke kamar operasi

Demikian roll play dari kelompok 2 dalam menyelesaikan konflik dari situasi 1
dengan strategi kompromi atau negosiasi. Hasil yang didapatkan perawat
menyadari kesalahannya dan dokter menerima kejadian yang telah terjadi dan
menganggap kesalahan yang dibuat oleh perawat tidak membahayakan kondisi
klien.

20
 CHAPTER IV

CLOSING

4.1 Conclusion

Conflict is internal strife resulting from differences of ideas, values,

beliefs, and feelings between two people or more. A leader has a major role in
managing conflicts constructively in the development, improvement, and
productivity of an organization. A person's leadership style greatly influenced the
selection of conflict resolution strategies (integrating, obliging, Dominating,
avoiding, and compromising). One model of conflict resolution used is Model
Rahim (2002), which consists of the process of diagnosis, intervention, and
evaluation.

4.2 Recommendations

Need for basic training activities sustainable leadership for the nursing
profession, especially as a nurse manager (manager) to be able to apply a good
leadership style in defining conflict resolution strategies.

21
 BIBLIOGRAPHY

CNO. (2009). Practice Guidelines Conflict prevention and management.

Retrieved

from: http://www.cno.org/global/docs/prac/47004_conflict_prev.pdf.

Coburn, Calum (2010). Negotiation Conflict Styles. Information provided by:

Ombuds Office, HMS/HSDM/HSPH 164 Longwood Avenue, Boston,
MA 02115.

Conflict, N., Colleagues, C. W., & Conflict, W. (2018). PR ACTICE GUIDELINE

Conflict Prevention and Management Table of Contents.

Rahim, M. Afzalur. (2002). Toward a theory of managing organizational conflict.

The International Journal of Conflict Management, 13 (3), 206-235.

Shetach, A. (2012). Conflict leadership: Navigating toward effective and efficient

team outcomes. The Journal for Quality and Participation, 35(2), 25-30.

Hendel, T., & Aviv, T. (2005). Leadership style and choice of strategy in conflict
management among Israeli nurse managers in general hospitals. (2000),
137–146.

Hudson, K., Grisham, T. Srinivasan, P. (2005). Conflict management, negotiation,

and effective communication: esential skill for project managers. Retrieved
from:
http://thomasgrisham.com/file/Conflict_Management_AIPM_Australia.pdf.

Jones Patronis, Rebecca A. (2007). Nursing Leadership and ManagementTheories,

Processes and Practice. Nursing Care organization & administration
Problems and Exercises.

Riggio, R.E. (2003). Introduction to Industrial/ Organizational Psychology. (4th

Ed.). Upper Saddle River, NJ: Prentice Hall.

Wilmot, W., & Hocker, J. (2001). Interpersonal conflict. (6th ed.). Boston:
McGraw-Hill.

22