Why a nurse manager might use avoidance to handle an unresolved staff conflict.

Outline for navigation

• Opening question: why conflict resolution matters for nurse managers

• What the avoiding strategy actually means in a hospital setting

• The scenario where avoidance makes sense: addressing a staff conflict without resolution

• How to apply avoidance thoughtfully and safely

• Weighing the pros and cons: when it helps, when it hurts

• Alternatives to avoidance: other routes you might take

• Practical tools and tips you can tuck into your daily leadership

• Quick wrap-up: staying patient-centered while managing team dynamics

A human touch in a high-stakes world

Let me ask you this: in a busy hospital unit, emotions can flare in minutes. The next thing you know, a disagreement between team members threatens to spill over into patient care. In that moment, should the nurse manager rush in with a full-court press to settle things, or pause, assess, and choose a path that won’t inflame the atmosphere even more? This is where the nuance of conflict management really shows up. The Nurse’s Touch framework—a go-to for professionals who want clear, compassionate communication—offers practical ways to handle tense moments without losing sight of safety and teamwork. And yes, there are times when the best move isn’t to force a resolution right away.

What does avoidance really mean here?

When you hear the word avoidance, the mind might jump to “avoid the problem.” That’s not quite right in a hospital context. In leadership terms, avoidance can be a deliberate, temporary pause. It means stepping back, not ignoring the issue, and giving space for emotions to settle before you engage. It’s a strategic choice, not a lazy retreat. The value lies in preventing hasty, heated exchanges that could worsen conflicts or distract from patient care.

Think of it like this: if two teammates are in a stalemate, and tempers are high, rushing a solution could stamp out a small spark but ignite a bigger fire later. By postponing direct confrontation, a nurse manager buys time to observe, to gather facts, and to plan a calmer, more constructive conversation when everyone is ready. It’s not about dodging responsibility; it’s about preserving space for safe dialogue when the moment is more favorable for real listening and problem solving.

The scenario that fits: addressing a staff conflict without resolution

Here’s the core takeaway you’ll want to remember. The situation where avoidance is the chosen strategy is when you’re addressing a staff conflict without a resolution in sight. In other words, you’re not aiming to settle the dispute on the spot because the disagreement isn’t immediately affecting patient safety or unit function if left alone for a little while. You assess, you monitor, and you prepare for a later, more productive discussion that can involve both sides and perhaps a mediator.

Why this makes sense in real life

In a fast-paced care setting, every moment counts. If the conflict is purely interpersonal and not leaking into patient outcomes—or if the emotional charge is too high to yield a productive dialogue right now—pulling back can prevent a spike in tension. The goal isn’t to “win” the argument; it’s to protect patient safety, maintain team cohesion, and create a pathway to a healthier resolution later. In the Nurse’s Touch approach, this aligns with a disciplined, patient-centered mindset: observe, document, and plan, then engage when conditions are more conducive to a constructive conversation.

How to apply avoidance in a careful, professional way

If you’re considering avoidance as a temporary strategy, here are practical steps that keep things responsible and ethical:

• Acknowledge the reality, privately and respectfully. You don’t pretend nothing happened, but you don’t broadcast the quarrel either. A quick note for yourself or a private log can help later.

• Check patient safety first. If the dispute could impact care quality or safety, you must intervene sooner rather than later. If not, you may hold off and monitor.

• Gather facts with a calm lens. What actually happened? Who was involved? When did it start? What was the impact on the unit? Use simple, neutral language to document events.

• Set a plan for follow-up. Decide who should mediate and when a conversation could occur, ideally in a neutral setting with a clear agenda. Tell the involved parties that you’ll revisit the issue and why.

• Use a structured communication tool when you reconvene. SBAR (Situation, Background, Assessment, Recommendation) is a familiar ally in nursing communication. It helps keep the discussion focused on facts and patient care rather than on personalities.

• Create ground rules for the next conversation. Agree to listen, avoid blame, and seek collaborative solutions. If emotions rise again, take a brief break and resume later.

• Escalate thoughtfully if needed. If silence or avoidance risks patient safety, involve a higher level of support—unit leadership, HR, or a trained mediator—so the conversation stays productive.

Risks and rewards in balance

Every decision in a clinical setting has trade-offs. Avoidance can prevent hasty, inflammatory exchanges and give people space to cool down. It can reduce the chance of unnecessary drama seeping into patient care. On the flip side, long delays or repeated avoidance risks small issues growing into bigger fractures, persistent miscommunications, and a growing sense of resentment. Team members might feel unseen or undervalued, which can erode trust over time. The trick is to use avoidance as a cautious, time-limited pause, not a permanent stance.

Alternatives worth weighing

Avoidance isn’t the only play in the leadership playbook. Depending on the situation, other strategies may serve better:

• Collaborative resolution: Bring the parties together, with a clear goal of mutual understanding and a shared plan to move forward.

• Compromise: Find middle ground where both sides give a little to reach a workable solution.

• Accommodation: One party concedes to preserve harmony, especially when the issue is minor or the relationship is high-stakes for the team.

• Competition: A more assertive approach to make a decisive point, used sparingly and with care to avoid hard feelings.

• Direct assertion with empathy: Speak honestly about needs and boundaries while validating others’ perspectives.

In Nursing leadership, the best approach is often a blend. The key is to be intentional about which style you choose, why you’re choosing it, and how it protects patients and supports the team. The Nurse’s Touch framework helps you weigh options quickly and stay grounded in professional values.

Real-world signals you’ll notice

What cues tell you it might be time to consider avoidance? Look for high emotional intensity, a conflict that seems to have no clear path to resolution, and a risk that addressing it immediately would derail patient care or workflow. If the unit’s morale is already fragile or if new staff are watching how leaders handle friction, a pause can model poise at the right moment. You’ll also want to watch for repeated clashes over the same issue. If patterns emerge, a direct, structured intervention may be warranted after the cooling-off period.

A few practical tools you can lean on

• SBAR for documentation and conversations: This helps you keep talks outcome-focused and easy to follow.

• Unit huddles with a brief agenda: Quick circles that address safety, workflow, and immediate concerns can nip issues in the bud before they spiral.

• Neutral meeting space: A quiet room with minimal interruptions helps maintain civility and focus.

• Clear escalation paths: Know who to loop in when emotions remain high or when patient safety is at stake.

• Journaling or a private incident log: A simple way to track what happened and why you chose a particular approach.

A human, not a robotic process

Leaders aren’t meant to be emotionless rule-keepers. The best managers read the room and respond with both strategy and care. The aim isn’t to avoid people or their feelings; it’s to safeguard patient care while you give staff room to process. And yes, that often means accepting that some conflicts will need more than one conversation to resolve. In your hands, avoidance becomes a deliberate pause, not a permanent postponement of accountability.

Let’s connect the dots

To tie it back to the bigger picture: conflict management is a core facet of professional communication in healthcare. By understanding when avoidance is appropriate, you’re protecting patient safety and buying time to build a stronger, more cohesive team. It’s not about dodging responsibility; it’s about choosing the right moment to engage in a way that yields the best outcome for everyone involved—especially the patients who rely on your unit to run smoothly.

A closing thought

The question we started with isn’t a trivia hook. It’s a reminder that leadership in nursing isn’t just about making decisions; it’s about choosing the right communication style for the moment. When a staff conflict seems irresolvable in the heat of the moment, stepping back can be the most constructive thing you do. The goal remains simple and powerful: maintain safe patient care, support your team, and keep the door open for resolution when conditions are right.

If you’re curious about how these ideas translate to your own unit, start with small, deliberate steps. Observe, document, plan, and then engage with the calm, focused intent that Nurse’s Touch emphasizes. It’s a practical way to turn everyday tensions into opportunities for stronger teamwork and better care. And after all, isn’t that what this work is really about—the people we serve and the people we lead?