Content area
Abstract
The purpose of this qualitative study using a Husserlian approach and the lens of social cognitive theory was to understand negative outcomes of destructive conflict among home care (HC) managers in Alberta, Canada. The study also explored how administrative evidence-based practices of leadership, workforce development, partnerships, organizational culture and climate, and financial practices (collectively referred to as pillars) serve to facilitate or create barriers to destructive conflict. Destructive conflict was defined in this study as a negative outcome that does not foster interpersonal or interdepartmental collaboration, decreases organizational productivity, and affects client outcomes. A quantitative study by Gilmour (2018) indicated that during the 2015/2016 year, an estimated 6.4% of Canadian households received formal HC most commonly nursing services, and personal/home support services. HC health services also consists of an interprofessional team of social workers, dieticians, rehabilitation providers, and physicians. The participants of this study struggled to differentiate between constructive and destructive conflict. Participants also had different perspectives on the use of the pillars in managing destructive conflict. The participants emphasized that leadership was different from management and that appropriate mentoring/training was needed.