Debra Lane, the nurse manager of a 77-bed medical-surgical unit, is negotiating with the pharmacy to deliver medications earlier in the morning. The clinical nurses are unable to schedule procedures i
Debra Lane, the nurse manager of a 77-bed medical-surgical unit, is negotiating with the pharmacy to deliver medications earlier in the morning. The clinical nurses are unable to schedule procedures in a timely manner, complete all required treatments, and medicate clients on time because of late pharmacy delivery. Nurse Lane has scheduled a meeting with the pharmacy manager, James. She determined ahead the exact time required for timely delivery and proper client medication delivery. She also did some brainstorming with her nurses to identify other options that might solve the problem. Because this issue is so important it will be difficult for Nurse Lane to back down on the need that medications be delivered earlier. When Nurse Lane meets with the Jim, the pharmacy manager, she clearly states the problem and asks for input from his perspective. Jim tells her that he cannot change the time schedule because he will upset his workers and their organization. While Nurse Lane empathizes with him she reiterates that for quality care, it is essential to administer medications in a timely fashion. Nurse Lane offers to work with him in analyzing delivery times to help develop a different schedule that meets everyone’s needs. Jim, the pharmacy manager finally says. “Sorry Debra this is your problem, not mine”.
Share the following:
- From a communication perspective, what might be the reason Jim, the Pharmacy Manager declined to work with Nurse Lane?
- What went wrong in this communication? What might Nurse Lane do differently to change his perspective?
- What approach should Nurse Lane take next in her negotiations with the Pharmacy Manager to move toward interdisciplinary collaboration?
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