| Course | NUR 501 Individual and Innovation Leadership in Health Care |
|---|---|
| Module | Module 3 |
| Paper type | Conflict management case study |
| Length | About 904 words, 6 pages |
| Format | APA 7 student paper |
| School | Arizona State University |
| Program | MS in Nursing |
| Updated | October 2026 |
Free sample paper for NUR 501 Module 3
The Huddle at 7:40: A Conflict Management Case Study of Two Charge Nurses and a New Discharge Practice
Student Name
Edson College of Nursing and Health Innovation, Arizona State University
NUR 501: Individual and Innovation Leadership in Health Care
Instructor Name
Month Day, Year
The Huddle at 7:40: A Conflict Management Case Study of Two Charge Nurses and a New Discharge Practice
The Case
Marisol, a day charge nurse with four years in the role, read that units with morning discharge planning huddles discharge patients earlier in the day. With the manager's informal approval, she started a 7:40 a.m. huddle in which night nurses report which patients might go home and what is still needed. On the third day, Dennis, a night charge nurse with 22 years on the unit, told her in front of staff that night nurses were not staying late for "another meeting nobody asked for" and walked out. Two night nurses followed him. Marisol complained to the assistant nurse manager that Dennis was undermining her, and Dennis complained that day shift was pushing work onto nights without asking. Staff began taking sides.
Analysis of the Conflict
The visible conflict is about a meeting, but the underlying issues are deeper. The first is a conflict of interests: night nurses finishing twelve hours are tired and are not paid to stay, while day nurses need information early. The second is a conflict of process: the huddle was introduced without consulting night shift, so it felt imposed even though it was meant to help patients. The third is a relationship and status conflict: a newer, younger charge nurse led a change affecting a senior colleague's shift, and the public walkout turned a disagreement into a matter of respect. Finally, there is a structural conflict between day and night shifts that predates this case; the huddle simply exposed it.
Conflict is not only harmful. On a unit, new practices rarely follow a straight line; they interact with schedules, habits and relationships in ways no one fully predicts (Watson, 2024). In innovation, disagreement can surface problems with a new idea that its champion did not see. Dennis's objection, that night nurses are being asked to stay late without consultation, is a legitimate concern about how the innovation was designed. The leader's task is to keep the conflict about the work rather than about the people.
Five Ways of Responding
The Thomas-Kilmann framework, widely used in health professions research, describes five ways people respond to conflict, defined by how much they pursue their own concerns and how much they pursue the other person's (Sportsman & Hamilton, 2007). In plain terms, a person can insist on winning, give in, avoid the issue, split the difference, or work with the other person until both people's concerns are satisfied. A study of 126 health professions students found that nursing students most often chose compromise, followed by avoidance (Sportsman & Hamilton, 2007), which suggests nurses may need to practice approaches that do not come naturally.
Applied to this case, each response has consequences. If the assistant nurse manager simply ordered night nurses to attend, the huddle would continue but resentment would grow, and Dennis's legitimate concern would be ignored. If she told Marisol to drop the huddle, an idea that could help patients would die and Marisol would learn that innovation is not supported. Avoiding the conflict would let factions harden. Splitting the difference, for example holding the huddle only three days a week, might calm things but would weaken the practice without solving the problem. A collaborative approach, bringing both charge nurses together to redesign the huddle so it meets both shifts' needs, takes more time but has the best chance of a durable solution.
The Leader's Resolution Plan
The assistant nurse manager meets with Marisol and Dennis separately first, listening without judging, to understand each person's concerns and to cool the emotional temperature. She acknowledges to Dennis that night shift should have been consulted and to Marisol that her goal of earlier discharges is valuable. She then brings them together with a clear purpose: design a discharge information process that works for both shifts.
In that meeting, the leader frames the shared goal, patients going home safely and earlier, and asks each to describe what they need. Together they generate options: a short written discharge readiness note completed by night nurses before 7:00 a.m., a five-minute huddle as day shift begins that night nurses join only for patients with unresolved issues, or a brief handoff field in the electronic record. They agree to test the written note for four weeks, with the huddle limited to five minutes and held before 7:30 so no one stays late.
The leader also addresses the public walkout separately and privately with Dennis, explaining that disagreement is welcome but public dismissal of a colleague is not acceptable. She asks Marisol to present the revised process to night staff herself, with Dennis present, to show shared ownership.
Evaluation
The leader will measure success through three indicators: whether the readiness note is completed for most patients, whether discharge times improve, and whether staff from both shifts report that the process is fair, using a short anonymous survey at four weeks. She will also note whether the relationship between the two charge nurses improves, since a lasting innovation depends on it.
Lessons for the Nurse Innovator
The case shows that innovators need more than ideas. They need to involve the people affected before introducing a change, expect conflict, and treat objections as information. Leaders who support innovation also need conflict management skills, including choosing a collaborative approach when the issue matters and the relationship must last (Weberg & Davidson, 2026).
References
Sportsman, S., & Hamilton, P. (2007). Conflict management styles in the health professions. Journal of Professional Nursing, 23(3), 157-166. https://doi.org/10.1016/j.profnurs.2007.01.010
Watson, J. L. (2024). A new paradigm for nurse leader decision-making within complex adaptive systems. Nursing Administration Quarterly, 48(3), 209-217. https://doi.org/10.1097/NAQ.0000000000000650
Weberg, D., & Davidson, S. (2026). Leadership for evidence-based innovation in nursing and health professions (3rd ed.). Jones & Bartlett Learning.
What the NUR 501 Module 3 instructions ask for
The posted syllabus places the Conflict Management Case Study in Week 3, which explores the behaviors, characteristics, skills and knowledge required for the role of the nurse innovator. It is worth 15 of the course's 140 points, and the syllabus describes it as an assignment in which students apply analysis and problem-solving skills to a case study based on conflict. Some sections hand out a case; others let you draw one from experience. Expect questions asking you to identify the type and sources of conflict, evaluate response options with a recognized framework, choose a strategy, describe how you would carry it out and how you would evaluate it, in APA format. Your Canvas shell will show the case and length.
How the NUR 501 Module 3 example is put together
The paper tells a composite case in one tight paragraph, with names, timing and a public moment that escalates the conflict. The analysis separates four layers: interests, process, relationship and status, and long-standing structure, and recognizes the legitimate concern inside the resistance. The five classic responses are described in plain words, supported by a study of health professions students, and each is tested against the case. A resolution plan unfolds step by step, including separate meetings, a joint design session, a four-week test and a private conversation about conduct. An evaluation plan and lessons for innovators follow. Notes in the margin tie each section to the case study rubric, and the reference list supports the framework and the leadership claims.
NUR 501 Module 3 rubric: what earns full marks
Case studies are generally graded on accurate identification of the conflict's type and sources, correct use of a conflict management framework, sound reasoning for the chosen strategy, a realistic implementation and evaluation plan, and connection to the course's focus on innovation leadership, with APA writing. Graders look for analysis that goes beneath the surface dispute to underlying interests. Considering several response options before choosing one shows judgment. Plans that name specific actions and a way to measure success usually score higher than general statements about communication. Instructors also check that the plan treats both parties fairly and addresses behavior separately from the substance of the dispute. Clear headings for analysis, options, plan and evaluation help.
NUR 501 Module 3 help from the desk
Students often label the conflict and jump to a solution without analyzing why it happened. Look for interests, process and relationship issues beneath the visible dispute. Another frequent error is reciting the five conflict modes from a chart without applying them; test each against your case. Avoid portraying one person as simply wrong. Separate the issue from inappropriate behavior and address both. Include how you would know the conflict is resolved. If your instructor gave you a case and you would like a second pair of eyes on the analysis, send both case and prompt to the desk. If the case is assigned, stick to its facts rather than adding your own, and quote it sparingly. Keep the tone neutral toward everyone in it.
Write yours, or have the desk draft it
This paper is an original model document written by our desk, not a submitted student paper and not an official Arizona State University document. Read it for the moves, then write your own to the instructions in your classroom. If you want one built to your exact prompt and rubric, the first custom sample is free and arrives in 24 to 48 hours.
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NUR 501 Module 3 questions, answered
Where can I find a free NUR 501 Module 3 sample paper?
You can read the full conflict management case study here: two charge nurses clash over a discharge huddle, the conflict analyzed, five responses weighed, a collaborative plan and an evaluation, with references.
Which conflict framework fits the NUR 501 case study?
The Thomas-Kilmann framework, which describes five responses based on concern for self and others, is widely used. Apply it to your case rather than reciting it.
How much is the NUR 501 case study worth?
The posted syllabus lists the case study at 15 points, about 11% of the course grade.
What is the best conflict strategy in NUR 501?
It depends on the situation. Collaboration suits important issues where relationships must last, while other strategies fit urgent or minor conflicts.
How does conflict relate to innovation in NUR 501?
New ideas often create conflict, and objections can reveal design problems. Innovation leaders need to manage conflict without silencing useful disagreement.