Authors
Jacqueline Harley
Published in
Nursing management (Harrow, London, England : 1994). Oct 08, 2026. Epub Oct 08, 2026.
Abstract
Managing difficult conversations with members of the nursing team is a core yet often underdeveloped aspect of nursing management. How difficult workplace conversations are handled directly influences staff engagement, psychological safety and team effectiveness. When managed well, these conversations can help to improve individual performance, team dynamics and the quality of patient care. However, they are often emotionally charged and challenging to approach, which can lead nurse managers to sometimes postpone or avoid them. Developing capability in this area will support more open, responsive and safe care environments. • Difficult conversations are important for maintaining professional standards, strengthening work relationships, supporting staff development and fostering a learning culture. • Nurse managers' ability to manage difficult conversations is often limited by emotional discomfort, lack of confidence or communication skills, time pressures, hierarchical structure and organisational culture. • Nurse managers can develop confidence in negotiating the emotional dynamics of difficult conversations by cultivating empathy, self-awareness and interpersonal skills.
How to' articles can help to update your practice and ensure it remains evidence-based. Apply this article to your practice. Reflect on and write a short account of: • How this article might improve your practice when managing difficult conversations within the nursing team. • How you could use this information to support colleagues when they need to have difficult conversations with members of the nursing team.
PMID:
42844990
Bibliographic data and abstract were imported from PubMed on 08 Oct 2026.
Read full publication at:
Please sign in
to see all details.
Advertisement
Stats
- Recommendations n/a n/a positive of 0 vote(s)
- Views 17
- Comments 0