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Conflict can occur in any group, but it is not a key concept of an effective team; unresolved conflict can actually reduce effectiveness.

Commitment is important, but without clarity of roles and tasks, commitment alone cannot ensure effectiveness.

While leadership is necessary, a designated leader alone does not guarantee team effectiveness unless roles and tasks are clearly defined.

A cooling-off period may help reduce tension but does not guarantee resolution for a large, complex, or heated problem.

Negotiation can be useful but may fail if the issue is already too big, complex, or contentious.

Discarding unresolved components leaves the conflict partially addressed, which can lead to ongoing problems.

Supplies do contribute to hospital costs, but they are not the primary area where nurse managers have the greatest influence.

Equipment management is important but not as directly controlled by nurse managers.

Medications are managed through pharmacy services and prescribing providers rather than nurse managers.

Matching supervisor and employee strengths can enhance teamwork but is not a primary legal responsibility of the charge nurse.

Writing job descriptions is an administrative/management function, not a legal responsibility in daily assignments.

Knowing job requirements is important for evaluation, but it does not address the legal duty of safe delegation and supervision.

Transferring staff to a different unit avoids the issue rather than addressing resistance and is not a constructive strategy.

Requiring attendance at staff meetings may increase exposure to information but does not necessarily promote genuine participation.

Delegating roles and tasks of change without staff buy-in can increase resistance rather than foster engagement.

Assessing the patient’s total health care needs is important for overall care planning but does not specifically determine learning needs.

Assessing all sources of patient data is too broad and may not focus on the patient’s ability to learn.

Assessing the goals of patient care identifies desired outcomes but does not address the patient’s capacity to learn or the methods needed for effective education.

Effective teams always need clear goals, objectives, vision, and purpose to guide performance.

Effective communication is essential for teamwork; without it, misunderstandings and conflict hinder outcomes.

A clear plan with ongoing evaluation is necessary for success, not optional, so this does not define an accomplished team.

Acting as a team means working collaboratively toward shared goals, which is not occurring in this scenario.

Functioning independently implies working alone, without interaction, but the staff are still connected within the unit.

Interdependently reflects teamwork, where members rely on each other’s contributions, which is lacking here.

Hierarchical decision-making reflects traditional management, not complexity theory.

Systematic evaluation of patient complaints is a quality improvement activity, not a principle of complexity theory.

Cause-effect analysis is a linear approach, whereas complexity theory recognizes that outcomes are not always predictable.

Cultural awareness involves recognizing and understanding differences in culture but does not necessarily involve changing behavior.

Cultural sensitivity means respecting and valuing cultural differences, not altering one’s own practices.

Cultural marginality occurs when a person feels they do not fully belong to either their original culture or the new one, which is not described in this scenario.